Sharon Levine, Associate Executive Medical Director of the Permanente Medical Group, outlines how the Kaiser Permanente integrated care system operates and describes the role of multispeciality medical practice in promoting integration.
An Overview of Kaiser Permanente - Integration and Information Systems in Hea...Empreender Saúde
Apresentação da Kaiser Permanente para o Brazilian Healthcare Trek: Mission Silicon Valley.
What is Kaiser Permanente?
Kaiser Permanente is committed to helping shape the future of health
care. We are recognized as the largest integrated delivery system in the
U.S. and one of the leading health care providers and not-for-profit
health plans.
Our strategy is to excel in providing high-quality, affordable health care
through our integrated delivery system, our investment in technology,
and our vision of supporting Total Health.
Our Mission and Vision
Mission: to provide high-quality, affordable
health care services and to improve the
health of our members and the communities
we serve.
Vision: To be a leader in Total Health by
making lives better.
7 regions serving 8 states and the District of
Columbia
More than 9.3 million members
More than 17,000 physicians and 174,000
employees (including 48,000 nurses)
38 hospitals (co-located with medical
offices)
608 medical offices and other outpatient
facilities
70 years of providing care (opened in 1945)
Kaiser Permanente's Innovation Journey, presented by Marilyn Chow and Ted EytanTed Eytan, MD, MS, MPH
The Kaiser Permanente Innovation System is people, spaces, tools, networks, methodologies that an organization has in place to support continuous innovation. It’s in our DNA, which means that any problem we encounter, whether identified by our senior leaders or our frontline staff, is seen as an opportunity to make patient care better, more affordable, more accessible.
With that in mind, we would like to spend the next 30 minutes introducing you to five innovations that are portrayed on the Center’s digital walls, and to people here from Kaiser Permanente who you’ll want to meet and learn more from.
Presentation given at the DC Health Innovation Summit, part of DC Health Innovation Week, 2011 (http://tedeytan.com/tag/dc-health-innovation-week)
El 22 de junio de 2015, el Catedrático de Economía de la Salud de la Universidad de Berkeley-California, Richard Scheffler, impartió en la Fundación Ramón Areces la conferencia: 'La financiación de la integración de servicios y el pago según calidad en la asistencia sanitaria', en colaboración con la Universidad Carlos III. Durante su intervención, ofreció previsiones sobre gasto sanitario en las próximas dos décadas en España.
An Overview of Kaiser Permanente - Integration and Information Systems in Hea...Empreender Saúde
Apresentação da Kaiser Permanente para o Brazilian Healthcare Trek: Mission Silicon Valley.
What is Kaiser Permanente?
Kaiser Permanente is committed to helping shape the future of health
care. We are recognized as the largest integrated delivery system in the
U.S. and one of the leading health care providers and not-for-profit
health plans.
Our strategy is to excel in providing high-quality, affordable health care
through our integrated delivery system, our investment in technology,
and our vision of supporting Total Health.
Our Mission and Vision
Mission: to provide high-quality, affordable
health care services and to improve the
health of our members and the communities
we serve.
Vision: To be a leader in Total Health by
making lives better.
7 regions serving 8 states and the District of
Columbia
More than 9.3 million members
More than 17,000 physicians and 174,000
employees (including 48,000 nurses)
38 hospitals (co-located with medical
offices)
608 medical offices and other outpatient
facilities
70 years of providing care (opened in 1945)
Kaiser Permanente's Innovation Journey, presented by Marilyn Chow and Ted EytanTed Eytan, MD, MS, MPH
The Kaiser Permanente Innovation System is people, spaces, tools, networks, methodologies that an organization has in place to support continuous innovation. It’s in our DNA, which means that any problem we encounter, whether identified by our senior leaders or our frontline staff, is seen as an opportunity to make patient care better, more affordable, more accessible.
With that in mind, we would like to spend the next 30 minutes introducing you to five innovations that are portrayed on the Center’s digital walls, and to people here from Kaiser Permanente who you’ll want to meet and learn more from.
Presentation given at the DC Health Innovation Summit, part of DC Health Innovation Week, 2011 (http://tedeytan.com/tag/dc-health-innovation-week)
El 22 de junio de 2015, el Catedrático de Economía de la Salud de la Universidad de Berkeley-California, Richard Scheffler, impartió en la Fundación Ramón Areces la conferencia: 'La financiación de la integración de servicios y el pago según calidad en la asistencia sanitaria', en colaboración con la Universidad Carlos III. Durante su intervención, ofreció previsiones sobre gasto sanitario en las próximas dos décadas en España.
This presentation discusses the key elements of a Corporate Compliance program allowing an organization to self-monitor operations on an ongoing basis to ensure compliance with supportive documentation to adhere to applicable laws and the organization’s own policies and procedures.
Appropriate for CEOs, CFOs, Administrators, Nursing Management, Direct Care Nurses in a SNF, MDS Coordinators and Business Office Managers.
On July 31, 2014, the Centers for Medicare and Medicaid Services (CMS) issued the Final Rule under the Medicare Program: Prospective Payment System and Consolidated Billing for Skilled Nursing Facilities to be implemented on October 1, 2014. This seminar will discuss the impact of Fiscal Year 2015 Medicare payment rate increases for Skilled Nursing Facilities (SNFs) and will review the most recent Office of Management and Budget (OMB) statistical area delineations affecting the SNF PPS Wage Index. Learn about the revision to the existing COT OMRA policy. Additionally attendees will be apprised of updates to Chapter 8, Section 30 of the Medicare Benefit Policy Manual (Pub. 100-02) which directs providers on coverage decisions for reasonable and necessary treatment of patient’s illness or injury.
This presentation covers the basics of Healthcare domain and the testing challenges faced there off.Good content for people having interest or working in Health Care domain.
Best Practices in Implementing Population Health Health Catalyst
To manage population health, one needs to intimately understand the anatomy of healthcare and model how healthcare is delivered, in order to systematically improve healthcare outcomes. In this webinar, Dr. Burton draws on his 26-year executive career at Intermountain, Select Health, and Health Catalyst. He emphasizes the importance of linking administrative data (e.g., billing codes) to processes of clinical care to use the 80/20 principle to prioritize care processes within each venue to focus improvement initiatives on the things that matter most. He will also discuss a Clinical Integration framework to use in driving out waste by reducing variation in the ordering of care, the efficiency with which the care that is ordered is delivered and reducing defects in care delivery to make it safer.
In February 2013, the Office of Inspector General (OIG) released a report entitled Skilled Nursing Facilities Often Fail to Meet Care Planning and Discharge Planning Requirements, in which they found that 26% of facilities fail to meet care planning and discharge planning requirements. Is your facility meeting federal guidelines for care planning?
Download the ABC’s of Care Planning presented by Beckie Dow, RN, RAC-MT for an overview of Care Planning in the Skilled Nursing Facility. Beckie discusses the important link between the MDS 3.0, the Care Area Assessments (CAAs) and the Care Plan.
Learn the essential components of a resident-centered care plan and how to develop a care plan that supports the clinical care that is provided to the patient. Beckie also discusses strategies for completing the CAAs more effectively and using the CAA process to create a more resident-specific care plan.
Learn How To:
1. Define the purpose of a Care Plan.
2. Define the purpose of the Discharge Care Plan and Summary.
3. Identify the correlation between the MDS 3.0 Assessment, the Care Area Assessments (CAAs), accurate RUG-IV Classification, and the Care Plan.
4. List three components of a Resident-centered Care Plan.
Preventing falls in the SNF environment can be a challenge. Learn how to become a fall CSI and inspire your interdisciplinary team to meet the challenge of Falls Reduction. Improve patient care and survey outcomes.
1. Learn to detail the Benefit of Root Cause analysis.
2. Gain an understanding of the Fall Investigation process.
3. Develop a clear understanding of accurate coding in Section M.
4. Learn how to verbalize the benefit of interdisciplinary involvement and follow-up for Fall Events.
Partners’ Care Management Strategy: A 10-Year JourneyHealth Catalyst
Chronic diseases are responsible for seven out of 10 deaths each year, killing more than 1.7 million Americans annually. Additionally, 133 million Americans—approximately 45 percent of the population—have at least one chronic disease. Partners HealthCare believes that chronically ill patients with multiple medical conditions often need the most help coordinating their care, which is why this well-respected health system has spent the last 10 years perfecting an integrated care management program (iCMP).
Key elements of the iCMP at Partners include access to specialized resources (e.g., mental health, palliative care), involvement through the continuum of care, patient self-management, IT-enabled systems to improve care coordination, data-driven analytics to support strategic decision making, a payer-blind approach, and ongoing support and training for its teams and staff.
Attendees will learn how to:
Identify the essential elements of an effective care management program for chronically ill patients
Recognize how care management plays a key role in an effective population health management strategy
Determine how to use information to identify and effectively manage complex, chronically ill patients
Case Study "Dignity Health: Implementation of an EHR Alliance Bridging Acute and Ambulatory Care"
This session will provide a unique learning opportunity focusing on the Dignity Health $1.8B implementation program to meet horizon 2020 as we transform healthcare. The initiative encompassed a 42 hospital health IT implementation in the acute care setting. Mr. Lowe will also review the challenges associated with governance and review lessons Learned from the project.
Learning Objectives:
∙ Key implementation points
∙ Integration with Ambulatory strategies for a full market approach
∙ What’s next – business intelligence
Read how NextGen® solutions can handle multiple diagnoses data from all of your critical channels and help you achieve true interoperability through our integrated solution.
Leveraging Healthcare Analytics to Reduce Heart Failure Readmission Rates Health Catalyst
Heart failure patients are adding an enormous strain to the US healthcare system. In addition, readmission rates for these diseases are adding to the burden. Healthcare analytics can play a key role. By following these 4 steps, all of which include data analytics, health systems can begin to reduce readmission rates: 1) Understand your true admission rates. 2) Establish reliable baseline measures. 3) Be aware of balance measures. 4) Establish an EDW.
Two-Midnight Rule: Ready For the Clock to Strike 12?Health Catalyst
CMS’s proposed changes to the controversial two-midnight rule that governs short hospital stays, has been met with strong opposition by the healthcare community. While the core of the rule is fairly straightforward, implementation could be anything but. Being classified as an outpatient or inpatient can have a substantial financial impact the patient and the hospital. Adding to the confusion, CMS has also stated this policy won’t override a physician’s judgment. Unfortunately, CMS failed to provide details on what the physician must provide in order to justify their decision. The good news is there is still time to provide feedback to CMS. Take action, understand the new rules, let your voice be heard, and most importantly, be prepared for the new rule in 2016.
Epstein Becker & Green, P.C., is a national law firm with a primary focus on health care and life sciences; employment, labor, and workforce management; and litigation and business disputes. Founded in 1973 as an industry-focused firm, Epstein Becker Green has decades of experience serving clients in health care, financial services, retail, hospitality, and technology, among other industries, representing entities from startups to Fortune 100 companies. Operating in locations throughout the United States and supporting domestic and multinational clients, the firm’s attorneys are committed to uncompromising client service and legal excellence.
This presentation discusses the key elements of a Corporate Compliance program allowing an organization to self-monitor operations on an ongoing basis to ensure compliance with supportive documentation to adhere to applicable laws and the organization’s own policies and procedures.
Appropriate for CEOs, CFOs, Administrators, Nursing Management, Direct Care Nurses in a SNF, MDS Coordinators and Business Office Managers.
On July 31, 2014, the Centers for Medicare and Medicaid Services (CMS) issued the Final Rule under the Medicare Program: Prospective Payment System and Consolidated Billing for Skilled Nursing Facilities to be implemented on October 1, 2014. This seminar will discuss the impact of Fiscal Year 2015 Medicare payment rate increases for Skilled Nursing Facilities (SNFs) and will review the most recent Office of Management and Budget (OMB) statistical area delineations affecting the SNF PPS Wage Index. Learn about the revision to the existing COT OMRA policy. Additionally attendees will be apprised of updates to Chapter 8, Section 30 of the Medicare Benefit Policy Manual (Pub. 100-02) which directs providers on coverage decisions for reasonable and necessary treatment of patient’s illness or injury.
This presentation covers the basics of Healthcare domain and the testing challenges faced there off.Good content for people having interest or working in Health Care domain.
Best Practices in Implementing Population Health Health Catalyst
To manage population health, one needs to intimately understand the anatomy of healthcare and model how healthcare is delivered, in order to systematically improve healthcare outcomes. In this webinar, Dr. Burton draws on his 26-year executive career at Intermountain, Select Health, and Health Catalyst. He emphasizes the importance of linking administrative data (e.g., billing codes) to processes of clinical care to use the 80/20 principle to prioritize care processes within each venue to focus improvement initiatives on the things that matter most. He will also discuss a Clinical Integration framework to use in driving out waste by reducing variation in the ordering of care, the efficiency with which the care that is ordered is delivered and reducing defects in care delivery to make it safer.
In February 2013, the Office of Inspector General (OIG) released a report entitled Skilled Nursing Facilities Often Fail to Meet Care Planning and Discharge Planning Requirements, in which they found that 26% of facilities fail to meet care planning and discharge planning requirements. Is your facility meeting federal guidelines for care planning?
Download the ABC’s of Care Planning presented by Beckie Dow, RN, RAC-MT for an overview of Care Planning in the Skilled Nursing Facility. Beckie discusses the important link between the MDS 3.0, the Care Area Assessments (CAAs) and the Care Plan.
Learn the essential components of a resident-centered care plan and how to develop a care plan that supports the clinical care that is provided to the patient. Beckie also discusses strategies for completing the CAAs more effectively and using the CAA process to create a more resident-specific care plan.
Learn How To:
1. Define the purpose of a Care Plan.
2. Define the purpose of the Discharge Care Plan and Summary.
3. Identify the correlation between the MDS 3.0 Assessment, the Care Area Assessments (CAAs), accurate RUG-IV Classification, and the Care Plan.
4. List three components of a Resident-centered Care Plan.
Preventing falls in the SNF environment can be a challenge. Learn how to become a fall CSI and inspire your interdisciplinary team to meet the challenge of Falls Reduction. Improve patient care and survey outcomes.
1. Learn to detail the Benefit of Root Cause analysis.
2. Gain an understanding of the Fall Investigation process.
3. Develop a clear understanding of accurate coding in Section M.
4. Learn how to verbalize the benefit of interdisciplinary involvement and follow-up for Fall Events.
Partners’ Care Management Strategy: A 10-Year JourneyHealth Catalyst
Chronic diseases are responsible for seven out of 10 deaths each year, killing more than 1.7 million Americans annually. Additionally, 133 million Americans—approximately 45 percent of the population—have at least one chronic disease. Partners HealthCare believes that chronically ill patients with multiple medical conditions often need the most help coordinating their care, which is why this well-respected health system has spent the last 10 years perfecting an integrated care management program (iCMP).
Key elements of the iCMP at Partners include access to specialized resources (e.g., mental health, palliative care), involvement through the continuum of care, patient self-management, IT-enabled systems to improve care coordination, data-driven analytics to support strategic decision making, a payer-blind approach, and ongoing support and training for its teams and staff.
Attendees will learn how to:
Identify the essential elements of an effective care management program for chronically ill patients
Recognize how care management plays a key role in an effective population health management strategy
Determine how to use information to identify and effectively manage complex, chronically ill patients
Case Study "Dignity Health: Implementation of an EHR Alliance Bridging Acute and Ambulatory Care"
This session will provide a unique learning opportunity focusing on the Dignity Health $1.8B implementation program to meet horizon 2020 as we transform healthcare. The initiative encompassed a 42 hospital health IT implementation in the acute care setting. Mr. Lowe will also review the challenges associated with governance and review lessons Learned from the project.
Learning Objectives:
∙ Key implementation points
∙ Integration with Ambulatory strategies for a full market approach
∙ What’s next – business intelligence
Read how NextGen® solutions can handle multiple diagnoses data from all of your critical channels and help you achieve true interoperability through our integrated solution.
Leveraging Healthcare Analytics to Reduce Heart Failure Readmission Rates Health Catalyst
Heart failure patients are adding an enormous strain to the US healthcare system. In addition, readmission rates for these diseases are adding to the burden. Healthcare analytics can play a key role. By following these 4 steps, all of which include data analytics, health systems can begin to reduce readmission rates: 1) Understand your true admission rates. 2) Establish reliable baseline measures. 3) Be aware of balance measures. 4) Establish an EDW.
Two-Midnight Rule: Ready For the Clock to Strike 12?Health Catalyst
CMS’s proposed changes to the controversial two-midnight rule that governs short hospital stays, has been met with strong opposition by the healthcare community. While the core of the rule is fairly straightforward, implementation could be anything but. Being classified as an outpatient or inpatient can have a substantial financial impact the patient and the hospital. Adding to the confusion, CMS has also stated this policy won’t override a physician’s judgment. Unfortunately, CMS failed to provide details on what the physician must provide in order to justify their decision. The good news is there is still time to provide feedback to CMS. Take action, understand the new rules, let your voice be heard, and most importantly, be prepared for the new rule in 2016.
Epstein Becker & Green, P.C., is a national law firm with a primary focus on health care and life sciences; employment, labor, and workforce management; and litigation and business disputes. Founded in 1973 as an industry-focused firm, Epstein Becker Green has decades of experience serving clients in health care, financial services, retail, hospitality, and technology, among other industries, representing entities from startups to Fortune 100 companies. Operating in locations throughout the United States and supporting domestic and multinational clients, the firm’s attorneys are committed to uncompromising client service and legal excellence.
David Prior: driving improvements in the quality of care across the systemThe King's Fund
David Prior, Chair, Care Quality Commission, explains how clinicians, providers, commissioners and service users all have a role in regulation. He highlights the new responsibilities of the CQC and how they can help to support integrated care in England.
Jocelyn Cornwell: How can organisations support patients to lead quality impr...The King's Fund
Jocelyn Cornwell, Director, the Point of Care Foundation and Senior Fellow, The King's Fund spoke on the benefits of involving patients in leadership at our 2013 Leadership Summit. She drew on her experience of the Point of Care Programme and examples from other organisations, including Kingston General Hospital in Canada, to prove that once you involve patients and carers in quality improvements, the changes stick.
Havi Carel, Senior Lecturer in Philosophy at the University of the West of England, talks about her experiences of being a patient and draws on insights, ideas and techniques from philosophy to understand the experience of illness.
Ailsa Claire: Commissioning Intelligence ProgrammeThe King's Fund
Ailsa Claire, Director of Commissioning Development, NHS Yorkshire and Humber, talks on the Commissioning Intelligence programme: What have we learned so far?
Simon Cunningham: How the Safer Births Programme has made a difference to qua...The King's Fund
Simon Cunningham, Consultant at Mid Cheshire Hospitals NHS Foundation Trust, explains how his team have improved teamworking, communication and governance arrangements in their maternity services.
Contracting to deliver integrated care closer to patients: GPs as both provid...The King's Fund
Dr Tim Richardson, Medical Director at Epsomedical Ltd, discusses the history of GP fundholding and his own experiences of contracting to deliver cost effective integrated care.
Giles Wilmore: How will the NHS Information Strategy support the new NHS?The King's Fund
Giles Wilmore, Director of Quality Framework and QIPP, Department of Health, discusses the NHS Information Strategy at The King's Fund's NHS Information Revolution conference.
Five Data-driven Patient Empowerment StrategiesHealth Catalyst
Data plays a big role toward empowering patients to become more involved in their care. With data, digital tools, and education, patient empowerment can act like a blockbuster drug to produce exceptional outcomes.
Data empowers patients five ways:
Promotes patient engagement.
Produces patient-centered outcomes.
Helps patients practice self-care.
Improves communication with clinicians.
Leads to faster healing and independence.
Clinicians using creative, innovative care strategies, and patients with access to the right tools and technology, can produce remarkable results in terms of cost, health outcomes, and experience.
Patient Centered Medical home talk at WVUPaul Grundy
To employers the cost of healthcare is now a business issue and this talk is about what one large buyer IBM did to drive transformation via broad coalition with other large employers to form the Patient Centered Medical Home movement and the covenant between buyer and provider away from the garbage we now buy episodic uncoordinated disintegrated care. In the change of convenient conversation we have worked with the Primary care providers to give us coordinated, integrated, accessible and compressive care with a set of principles know as the Patient centered medical home.
A Patient Centered Medical Home (PCMH) happens when primary care healers keeping that core healing relationship with their patients step up to become specialists in Family and Community Medicine. The move is to the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system. PCMH happens when the specialists in Family and Community Medicine wake up every morning and ask the question how will my team improve the health of my community today?
All over the world three huge factors are in play that is driving the concept of Patient Centered Medical Home. They are:
1) Cost and demography
2) Information technology and data (information that is actionable will equal a demand for accountability by the payer or buyer of the care)
3) Consumer demand to engage healthcare differently (at least as well as they can their bank- on line) have a question about lab results why not e-mail?
But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
Leanne Wells, Chief Executive Officer, Consumers Health Forum of Australia, gave the Ian Webster Health for All Oration to the annual forum of the Centre for Primary Health Care and Equity on 13 August 2015.
Partnering for Population Health: Strategies to Promote Collaboration Among t...Conifer Health Solutions
A patient-centered approach to care delivery will bring the best health outcomes for individuals, as well as the community. While it is clear that effective population health management is integral to better health, providers can no longer be the sole proprietors of data and information. Improving a population’s health will depend on strong alliances with community stakeholders that generally have not experienced a strong history of collaboration. In the new healthcare landscape, providers, payers and employers must partner to reduce cost, boost quality and improve the health of their shared populations. These new partnerships may start with a few glitches. However a strategic plan, clear objectives and an engaged, informed patient will smooth the path to improved outcomes.
Imagine a healthcare system where people live long, healthy lives, receiving quality, affordable care, with clinicians nationwide collaborating to improve outcomes. That's Accountable Care! Learn the benefits of becoming an ACO in this insightful eBook.
At the 2014 HFMA National Institute, PYA Principal and Chief Medical Officer of PYA Analytics, Kent Bottles, MD, spoke about the strategies that hospitals and health systems are using to decrease per-capita cost, while increasing quality. In the session, “Achieving Rapid Cost Reduction and Revenue Improvement by Engaging Clinicians and Administrators,” Bottles offered tactics for engagement.
This presentation will walk the viewer through the following key moments:
Slide 2 – About Ochsner
Slide 3 – Book of business
Slide 4 – Key differentiators
Slides 5/6 – The problems we’re solving
Slides 7/8 – Care team and collaboration
Slides 9/10 – Results, outcomes and ROI
Slides 11/12 – Employer experience and ideal client profile
Slides 13/14 – Employee engagement
More than just condition monitoring:
Ochsner Digital Medicine is remote clinical management, including clinicians and pharmacists on the care team to adjust medications accordingly.
Full clinical management - including medication management and ordering labs. The only program delivering at national scale that is backed by a not-for-profit, Center of Excellence health system. The only program that augments the member's PCP care via seamless data integration with Epic electronic health record.
Understanding NHS financial pressures: visual resourcesThe King's Fund
This slideset contains key visual elements from our report, Understanding NHS financial pressures: how are they affecting patient care? Please feel free to share and re-use these graphics with credit to The King's Fund.
Nine characteristics of good-quality care in district nursing taken from interviews with patients, carers and staff.
We hope this framework and these slides will be a useful resource for you – please feel free to use them in your work, in documents and presentations.
As part of a joint learning network on integrated housing, care and health, The King's Fund and the National Housing Federation have produced a set of slides illustrating the connections between housing, social care, health and wellbeing.
We hope they will be a useful resource for you – please feel free to use them in your office, in documents or presentations.
District councils’ contribution to public healthThe King's Fund
Our health is primarily determined by factors beyond just
health care. These slides illustrate the ways in which district
councils influence the health of local people through their key
functions and in their wider role supporting communities and
influencing other bodies.
The King’s Fund Events organise more than 20 health and social care events each year. Our highly-regarded conferences attract leading speakers from the government, the NHS, local authorities and the independent and voluntary sectors.
Jos de Blok set up Buurtzorg – which means ‘neighbourhood care’ in Dutch – with a team of four nurses. Today there are nearly 8,000 Buurtzorg nurses in 630 independent teams, caring for 60,000 patients a year. Nurses in Sweden, Norway, Japan and the United States are adopting the Buurtzorg model.
Our infographics highlight some key facts and figures around leadership vacancies in the NHS and some of the difficulties NHS organisations face in recruiting and retaining people for executive positions.
Sharing leadership with patients and users: a roundtable discussionThe King's Fund
‘What more is possible when patients, service users and those delivering services share the leadership task in health and social care?’
We held a roundtable discussion with patient leaders and organisational leads to discuss this question. Our slidepack summaries the conversations, including the opportunities and challenges for patient leaders, and where and how to start shared leadership working.
Making the case for public health interventionsThe King's Fund
In partnership with the Local Government Association, we have produced a set of infographics that describe key facts about the public health system and the return on investment for some public health interventions.
We hope they will be a useful resource for you – please feel free to use them in your office, in documents or presentations.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
This is a picture of Richmond quality performance in the fall of 2002. Up until that time, we had had 2 very bad years of quality performance. On the 4 PHASE type quality measures our performance was lowest in the region in 3 and almost there on the 4 th . On most measures, we were 20% below the regional average. We had been using the old quality model where the region set quality targets, the PIC assigned them to the chiefs and the chiefs, lacking much in the way of administrative or analytical support, basically counseled his department that they should do better. We had champions, held educational sessions and provided physicians with lists of patients needing inteventions, lists destined for a spot in the corner of their desk gathering dust and guilt. We were short providers, there were strongly competing initiatives like access and unlike other medical centers the measure it and talk about it approach wasn’t getting us anywhere. In the fall of 2002, we consciously adopted a population management approach to quality improvement. Switched to analyzing the population at risk, determining barriers to improvement and developing systems that leveraged and supported the physician to make doing the right thing easier.