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Dr. Roohullah Shabon is currently Professor in Seneca College, Toronto teaching mental health, addiction and prevention of psychological trauma. He has worked as Academician, Presidents and Chief Technical Advisor in more than 20 countries around the globe with international humanitarian and development agencies including the World Health Organization, International Medical Corps, Swedish Committee, Right to Play International in Toronto and as Emergency Health, Nutrition Anti-child Abuse and Exploitation Specialist with Save the Children Headquarters in Washington DC. He is expert in working with most traumatize venerable population, community based development programs, emergency and disaster preparedness and response.
During his 20 years of working in development, peace building and humanitarian work, he has received many recognition including Best organization annual performance award (2004) during is his work with Internal Displaced People during conflict in West Darfur of Sudan and during 2013 a top Volunteer Award from Government of Canada as President of Palcare for his support to the needy people suffering incurable health problem.
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Dr. Roohullah Shabon is currently Professor in Seneca College, Toronto teaching mental health, addiction and prevention of psychological trauma. He has worked as Academician, Presidents and Chief Technical Advisor in more than 20 countries around the globe with international humanitarian and development agencies including the World Health Organization, International Medical Corps, Swedish Committee, Right to Play International in Toronto and as Emergency Health, Nutrition Anti-child Abuse and Exploitation Specialist with Save the Children Headquarters in Washington DC. He is expert in working with most traumatize venerable population, community based development programs, emergency and disaster preparedness and response.
During his 20 years of working in development, peace building and humanitarian work, he has received many recognition including Best organization annual performance award (2004) during is his work with Internal Displaced People during conflict in West Darfur of Sudan and during 2013 a top Volunteer Award from Government of Canada as President of Palcare for his support to the needy people suffering incurable health problem.
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Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
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3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
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
Title: Sense of Smell
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 primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
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Strategy planning by dr shabon palcare 2011
1. STRATEGY PLANNING
PALCARE
FACILITATOR
Dr Roohullah. Shabon
Oct 2011
Dr Shabon Resouces 07 1
2. Objectives:
-
• Introduction: Purpose and Process of strategy
planning
• To review and build on our existing Palcare
Vision, Mission, Value and SWOC analysis
• Discuss the strategic priorities
• Discuss Operationalization of Strategies: Program
Operation Plan (POP) and Action plan (AP), Work
Plan (WP) and Action Calendar;
• Next Steps
Dr Shabon Resouces 07 2
3. Why Consider a Change?
1. Board role dissatisfaction
2. Organizational problems
3. New phase in life-cycle
4. ED turnover
5. Board member turnover
6. Crisis of confidence
7. Changing political/economic environment
8. All of the above!!!
4. What type of Board you want to be?
• Working Board – do all the work! Usually no staff / ED
• Managing Board (Traditional Board) – actively manage the
organization keeping their hands on the wheel . Have staff
and an ED
• Governing Board (Policy-based) – delegates responsibility to
the ED, uses policies as a highly leveraged tool. Try to stay
away from the operations and try not to micromanage the
ED. Follow the Carver model or are highly influenced by it
• Ratifying Board – follows the lead of the ED who usually
establishes the agenda, develops policies and even selects
future Board members. Sometimes look like governing Boards
– do not lead or provide accountability
• Failing Board – arguments, strife, disharmony
5. Twelve Principles of Exceptional Boards
1. Involved in Establishing
7. Maintain a High Level of
Constructive Integrity
Partnership*
8. Always thinking about
Sustaining Resources
2. Mission Driven
9. Results and Quality Focused
3. Strategic Thinkers
10. Engage in Intentional Board
Practices
4. Invite a Culture of Inquiry
11. Are interested in Continuous
Learning
5. Made-up of Independent
Thinkers
12. Understand the Importance
of Revitalization
6. Transparent
6. What is Strategic Planning?
• Process to establish priorities on what you will
accomplish in the future
• Forces you to make choices on what you will do
and what you will not do
• Pulls the entire organization together around a
single game plan for execution
• Broad outline on where resources will get allocated
7. Why do Strategic Planning Now?
• If you fail to plan, then you plan to fail – be
proactive about the future
• Strategic planning improves performance
• Solve major issues at a macro level
• Communicate to everyone what is most important
8. Fundamental Questions to Ask
• Where are we now? (Assessment)
• Where do we need to be? (Gap / Future End
State)
• How will we close the gap (Strategic Plan)
• How will we monitor and measure our progress (Balanced
Scorecard)
9. A Good Strategic Plan should . . .
• Create the right balance between what the
organization is capable of doing vs. what the
organization would like to do
• Cover a sufficient time period to close the
performance gap
• Address critical performance issues
• Visionary – convey a desired future end state
• Flexible – allow and accommodate change
• Guide decision making at lower levels –
10. Fundamental Questions to Ask
• Where are we now? (Assessment)
• Where do we need to be? (Gap / Future End
State)
• How will we close the gap (Strategic Plan)
• How will we monitor and measure our progress (Balanced
Scorecard)
11. Major Components of the
Strategic Plan / Down to Action
Strategic Plan
POP, WP Action Plans
Mission Why we exist
Evaluate Progress
Vision What we want to be
Goals What we must achieve to be successful
Objectives POP, WP,– objective, output, activities,
O1 O2 input, indicators and assumption
Initiatives Actions Plan-what, how,
AI1 AI2 AI3 When and who
Measures Indicators and
M1 M2 M3 Monitors of success
Targets T1 T1 T1 Desired level of
performance and
timelines
12. MISSION & VISION STATEMENT:
State the mission, vision, values and strategic
priorities/directions
Mission for the organization (Who are we?) and
providing a vision for the future (What should
we be?)
Dr Shabon Resouces 07 12
13. Vision Final Draft
• Dedicated to awareness and easy access
to high quality, compassionate,
coordinated hospice palliative care
everywhere.
14. Final Draft: Mission
• PalCare for York Region is an alliance of service
providers and community members dedicated to
facilitating coordinated quality hospice-palliative
care for individuals, families and caregviers.
• Our focus is:
• Planning and delivering high quality education
• Advocacy, innovation and awareness
• Collaboration and integration
• Quality and Dignity at end of life
15. Final Draft strategic directions
1: To maximize organizational effectiveness, efficiency and
sustainability.
2: Establish and strengthen PalCare Network for York Region’s role in
regional planning for palliative care in partnership with focus
partners, associations, networks and health care communities.
Increase membership, develop communications strategy and
diversify funding.
3: Increase Advocacy and Awareness of the value of hospice palliative
care in the community
4: Develop governance and operational policies and procedures for
attaining Accreditation
5: Measure Program outcomes and continue to improve.
16. Final Draft Values
• Equity and inclusion
• Quality and innovation
• Empowerment
• Integrity, honesty and ethics
• Assuming the best intentions
• Dignity, respect and compassion
17. Final draft Focus Partners
• Hospices
• LHIN
• LTC
• Hospital
• CCAC
• Nursing Agencies
• Transition St group
• HPCO
• Volunteers
18. Draft Strategy Direction
1. To maximize
Strategic Action
organizational
•Revision of governance
effectiveness, manual and bylaw
efficiency and •Do strategic mapping
Develop communication
sustainability strategy
• Resource need
assessment and analysis
• Fund development strategy
Dr Shabon Resouces 07 18
19. Strategy Direction
2. Establish and strengthen
PalCare Network for York Strategic Action
• Develop partnership
Region’s role in regional strategy
planning for palliative care in •Reconfirm existing /
partnership with focus identify new partners
•Develop plan to increase
partners, association, membership
networks, and health care •Develop communication
communities. Increase strategy
• Diversify funding
membership, develop
communications strategy
and diversify funding.
Dr Shabon Resouces 07 19
20. Strategy Direction
3. Increase advocacy
Strategic Action
and awareness of the •Develop advocacy
strategy and plan
value of hospice •Develop awareness
palliative care in the strategy and plan
community
Dr Shabon Resouces 07 20
21. STRATEGY PRIORITIES
4. Develop governance
Strategic Actions:
and operational •Create board sub-committee
•Review/establish board
policies and policies and procedures
•Create ops sub-committee
procedures for •Review/establish ops
policies and procedures
attaining •Identify accreditation body,
Collect requirements, Develop
accreditation plan/timelines
Dr Shabon Resouces 07 21
22. STRATEGY PRIORITIES
5. Measure program
Strategic Actions:
outcomes and •Develop evaluation framework
and Balanced Scorecard
continue to improve •Review current Outcome
Evaluation systems
•Define Performance Areas we
want to improve e.g. Financial,
Customer, Process, Capabilities
•Map Performance Areas to
strategic intents
•Develop measures/KPI’s -key
performance indicators
•Create a data collection plan
•Create reports
•Monitor KPI’s and improve
Dr Shabon Resouces 07 22
23. Pre-Requisites to Operation
Planning
• Senior managment leadership commitment
• Who will do what?
• What will each group do?
• How will we do it?
• When is the best time?
25. The Strategy Map and Scorecard
• Why we exist Mission
• Desired future state Vision
• Where we want to be in 3-5 years Strategy
• What we must do well Objectives
• How we measure success Measures
• Desired Results Targets
• Projects to achieve objectives Initiatives
26. OPERATIONALZING
STRATEGY PLAN
• Any relevant historical information
• Existing Planning Tools
• Simple Guide for Elaborated Program
Operation Plan (POP), Action Plan (AP),
Work plan ( WP) and Action Calendar
(AC)
Dr Shabon Resouces 07 26
27. The Process For The Next Steps
• Although it will be a one year POP, as this is the first attempt,
every thing will be reviewed and revised after every three
months with PO team
• Timeline for completing POP – first draft end of Oct The time
line depends on the process for first draft.
• Resources to be used: PalCare Project Plan budget 2011,
Strategy Implementation Plan, Mission Reports, other
recommendation and regions resources.
Dr Shabon Resouces 07 27