This document discusses the need for aging services providers to form strategic partnerships in light of new healthcare payment and delivery models. It identifies three key partnership imperatives: 1) partnering with hospitals and ACOs to address length of stay and readmission concerns, 2) enhancing post-acute and home care services through partnerships, and 3) creating one-stop chronic care management with like providers. Specific partnership opportunities and strategies are outlined, including using data to improve outcomes and manage costs for partner hospitals and ACOs. Care transitions management is highlighted as an important partnership area.
Jane Stokes - Big Innovation Conversation: Greater support and resource for P...Innovation Agency
Presentation by Jane Stokes, Physiotheraphy Lead, my mHealth Limited at the Big Innovation Conversation: Greater support and resource for Primary Care webinar on Thursday 15 November.
Presentation by Mike Brett, MD, Medical Director for LIFE Programs, Lutheran Senior Life and Kelly Besecker, Vice President, Sales & Marketing, A-Frame Digital
Jane Stokes - Big Innovation Conversation: Greater support and resource for P...Innovation Agency
Presentation by Jane Stokes, Physiotheraphy Lead, my mHealth Limited at the Big Innovation Conversation: Greater support and resource for Primary Care webinar on Thursday 15 November.
Presentation by Mike Brett, MD, Medical Director for LIFE Programs, Lutheran Senior Life and Kelly Besecker, Vice President, Sales & Marketing, A-Frame Digital
The European, Chinese, and United States healthcare markets are a study of contrasts, each of which face a unique set of challenges and issues for their combined 2.4 billion citizens. Despite their differences, there are a number of opportunities for organizations to learn and profit through intercontinental collaboration on their paths to a more connected healthcare ecosystem. Panelists representing the three regions will provide an overview of their country’s unique healthcare landscape and offer a vision for a future of collaboration and progress.
• Brian O'Connor - Chair, European Connected Health Alliance
• Millard Chiang - Chairman, China Connected Health Alliance; Chair, Pegasus Holdings Group
• Julien Venne - Strategic Advisor & European Project Team Leader, European Connected Health Alliance
• David Whitlinger - Executive Director, New York eHealth Collaborative
New York eHealth Collaborative Digital Health Conference
November 18, 2014
mHealth Israel_Innovation reaching the Voice of the Patient_SiemensLevi Shapiro
Innovation reaching the Voice of the Patient, lecture by Christina Triantafyllou, Ph.D, Head of Improving Patient Experience at Siemens Healthineers. Key Sections:
Pushing the boundaries with Innovation
Translate innovation into patient experience
The voice of patients is becoming increasingly important
Improving patient experience
We enable healthcare providers to increase value by Improving patient experience
The biggest levers to optimize the patient diagnostic experience are the three core dimensions: staff, process, and equipment
Steps to deliver outcomes that matter to patients
We enable healthcare providers to increase value by Improving patient experience
Identify the right priorities: What are the factors influencing the patient experience across the continuum of care?
Patient experience during COVID-19
Patients feel uncomfortable to seek care
Five lessons learned so far
Patient experience in times of COVID-19
Patient Journey
Slides presented at the July 13, 2010 press conference announcing the final rules for Meaningful Use. These rules define what qualifies for stimulus incentive payments under the ARRA/HITECH legislation.
Providers know that successful care coordination is key to enhancing patient outcomes and better personalizing their experience. At its root, care coordination starts with effective communication, and healthcare organizations are increasingly turning to innovative technology solutions to solve their needs. To improve their care teams’ communication, coordination, and data capture capabilities, two of New York City’s leading healthcare organizations worked with two cutting edge tech solutions providers to design and implement innovative pilots as a part of the New York Digital Health Accelerator program. Utilizing real-life case studies, the panelists will discuss the design and implementation of the pilots, and lessons learned from their participation in the program.
• Anuj Desai - Vice President of Market Development, New York eHealth Collaborative
• Joseph Mayer, MD - Founder & CEO, Cureatr Inc.
• Patricia Meisner, MS, MBA - CEO & Co-Founder, ActualMeds
• Ken Ong, MD, MPH - Chief Medical Informatics Officer, New York Hospital Queens
• Victoria Tiase, MSN, RN - Director, Informatics Strategy, NewYork-Presbyterian Hospital
New York eHealth Collaborative Digital Health Conference
November 17, 2014
New York State is in the process of undergoing an unprecedented transformation of its healthcare system through the implementation of the $6 billion Delivery System Reform Incentive Payment (DSRIP) program. Why? New York must not only reduce the vast cost of care, but it must also assure that individuals’ care is optimized through better collaboration. DSRIP will require comprehensive networks of providers to work together in Performing Provider Systems (PPSs), delivering population-based healthcare to Medicaid beneficiaries and uninsured New Yorkers. Through this process, the State intends to transform New York’s healthcare safety net, improve healthcare quality, and increase sustainability through payment reform. Success in the DSRIP program will require innovative strategies in communication, patient care, data analytics, and many other areas. Technology must therefore be foundational to a solid PPS platform. This panel of leading PPS participants and tech solutions providers will examine the vital role that healthcare technologies will play in DSRIP implementation, and the potential for DSRIP to accelerate the introduction of new, innovative technologies into New York’s healthcare delivery system.
• Jordanna Davis - Principal, Sachs Policy Group
• Stan Berkow - Co-Founder & CEO, Sense Health
• David Cohen, MD, MSc - Executive Vice President, Clinical Affairs & Affiliations; Chair, Department of Population Health, Maimonides Medical Center
• Lori Evans Bernstein - President, GSI Health
• Stephen Rosenthal - President & Chief Operating Officer, CMO, The Care Management Company of Montefiore Medical Center
New York eHealth Collaborative Digital Health Conference
November 17, 2014
The European, Chinese, and United States healthcare markets are a study of contrasts, each of which face a unique set of challenges and issues for their combined 2.4 billion citizens. Despite their differences, there are a number of opportunities for organizations to learn and profit through intercontinental collaboration on their paths to a more connected healthcare ecosystem. Panelists representing the three regions will provide an overview of their country’s unique healthcare landscape and offer a vision for a future of collaboration and progress.
• Brian O'Connor - Chair, European Connected Health Alliance
• Millard Chiang - Chairman, China Connected Health Alliance; Chair, Pegasus Holdings Group
• Julien Venne - Strategic Advisor & European Project Team Leader, European Connected Health Alliance
• David Whitlinger - Executive Director, New York eHealth Collaborative
New York eHealth Collaborative Digital Health Conference
November 18, 2014
mHealth Israel_Innovation reaching the Voice of the Patient_SiemensLevi Shapiro
Innovation reaching the Voice of the Patient, lecture by Christina Triantafyllou, Ph.D, Head of Improving Patient Experience at Siemens Healthineers. Key Sections:
Pushing the boundaries with Innovation
Translate innovation into patient experience
The voice of patients is becoming increasingly important
Improving patient experience
We enable healthcare providers to increase value by Improving patient experience
The biggest levers to optimize the patient diagnostic experience are the three core dimensions: staff, process, and equipment
Steps to deliver outcomes that matter to patients
We enable healthcare providers to increase value by Improving patient experience
Identify the right priorities: What are the factors influencing the patient experience across the continuum of care?
Patient experience during COVID-19
Patients feel uncomfortable to seek care
Five lessons learned so far
Patient experience in times of COVID-19
Patient Journey
Slides presented at the July 13, 2010 press conference announcing the final rules for Meaningful Use. These rules define what qualifies for stimulus incentive payments under the ARRA/HITECH legislation.
Providers know that successful care coordination is key to enhancing patient outcomes and better personalizing their experience. At its root, care coordination starts with effective communication, and healthcare organizations are increasingly turning to innovative technology solutions to solve their needs. To improve their care teams’ communication, coordination, and data capture capabilities, two of New York City’s leading healthcare organizations worked with two cutting edge tech solutions providers to design and implement innovative pilots as a part of the New York Digital Health Accelerator program. Utilizing real-life case studies, the panelists will discuss the design and implementation of the pilots, and lessons learned from their participation in the program.
• Anuj Desai - Vice President of Market Development, New York eHealth Collaborative
• Joseph Mayer, MD - Founder & CEO, Cureatr Inc.
• Patricia Meisner, MS, MBA - CEO & Co-Founder, ActualMeds
• Ken Ong, MD, MPH - Chief Medical Informatics Officer, New York Hospital Queens
• Victoria Tiase, MSN, RN - Director, Informatics Strategy, NewYork-Presbyterian Hospital
New York eHealth Collaborative Digital Health Conference
November 17, 2014
New York State is in the process of undergoing an unprecedented transformation of its healthcare system through the implementation of the $6 billion Delivery System Reform Incentive Payment (DSRIP) program. Why? New York must not only reduce the vast cost of care, but it must also assure that individuals’ care is optimized through better collaboration. DSRIP will require comprehensive networks of providers to work together in Performing Provider Systems (PPSs), delivering population-based healthcare to Medicaid beneficiaries and uninsured New Yorkers. Through this process, the State intends to transform New York’s healthcare safety net, improve healthcare quality, and increase sustainability through payment reform. Success in the DSRIP program will require innovative strategies in communication, patient care, data analytics, and many other areas. Technology must therefore be foundational to a solid PPS platform. This panel of leading PPS participants and tech solutions providers will examine the vital role that healthcare technologies will play in DSRIP implementation, and the potential for DSRIP to accelerate the introduction of new, innovative technologies into New York’s healthcare delivery system.
• Jordanna Davis - Principal, Sachs Policy Group
• Stan Berkow - Co-Founder & CEO, Sense Health
• David Cohen, MD, MSc - Executive Vice President, Clinical Affairs & Affiliations; Chair, Department of Population Health, Maimonides Medical Center
• Lori Evans Bernstein - President, GSI Health
• Stephen Rosenthal - President & Chief Operating Officer, CMO, The Care Management Company of Montefiore Medical Center
New York eHealth Collaborative Digital Health Conference
November 17, 2014
Strategic Options for Hospice & Palliative Care in the Era of ACOsSumma Health
Presentation at National Hospice and Palliative Care Organization's 26th Annual Management & Leadership Conference, April 2011. One of the presenters is Kyle R. Allen, DO, AGSF, Chief, Division of Geriatric Medicine and Medical Director of Post Acute & Senior Services for Summa Health System.
Speaker presentation from U.S. News Healthcare of Tomorrow leadership summit, Nov. 17-19, 2019 in Washington, DC. Find out more about this forum at www.usnewshot.com.
Chronic Care Management (CCM): Understand how to capture incremental revenueDiagnotes, Inc.
By now you’ve likely heard that qualifying physicians can receive approximately $42/patient/month from CMS for non-face-to-face care management of patients with two or more chronic conditions. And, in many cases, with the right tracking and reporting, you may be able to capture this revenue for work your team is already doing. In just 30 minutes, you will understand the chronic care management program requirements and see how easy it is to capture and report qualifying activities.
1
Hospital Readmission Rates
Kaylee Chauvin
West Coast University
NURS 350: Research in Nursing
Mrs. Sandy Daisley
September 5th, 2021
2
Hospital Readmission Rates
Hospital readmission is characterized as an emergency clinic affirmation that happens
inside a predefined time after release from the principal confirmation. The re-hospitalization rate
was considered a sign of the eminence of the hospital's clinic and was displayed to reflect a
measure of patient attention. Re-hospitalization results in longer hospital stays and more
emergency clinic resource use. An increase in readmission rates and increasing the use of
innovation, leads to increased incomes, even if the consideration may mean that it may not be
effective. Re-hospitalization is an exorbitant cost for the clinic. Rather than spending money on
complex systems and high-severity patients, clinics can level assets by providing more start-up
confirmations for low-severity patients, or with appropriate release programs. You can invest in
reducing readmissions. Various procedures are used to solve the readmission rate problem, as
outlined in the PICOT question. It is used to determine best practices for working on results
within a month.
Description and background information
Once patients are released from the medical clinic, they imagine going through their days
recovering a lot at home until they improve (Upadhyay et al., 2019). Lamentably, for some
elderly patients, that does not occur. Medical clinic readmission for elderly patients is not just
distressing; however, it can likewise negatively affect a patient's general well-being. The
additional time a patient is in a clinic, the more probable they are to create genuine, conceivably
hazardous diseases, for example, medical clinic procured pneumonia. Finding a way ways to
decrease clinic readmissions in the elderly is fundamental. In addition to the fact that it protects
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very true!
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we are interested in the nursing procedures (interventions)
3
the clinic from potential Medicare fines, however, it helps keep probably the weakest individuals
from the community (the elderly) strong and healthy.
Various strategies are used to address the issue of readmission rates. Framing partnership
with nearby medical clinics and different suppliers, helps make the recuperation interaction
simpler for elderly patients. At the point when they are released from the clinic, they're ready to
rapidly and easily find doctors, home medical care groups, and emergency clinics that not
exclusively will give quality therapy however that approach all past clinical records and
important data. Elderly patients can without much of a stretch become overpowered when given
a lengthy discharge document (Bjorvatn, 2013). HCPs should attempt to keep release guidelines
simple to peruse and clear. Neglecting to plan follow-u ...
In this Thursday, July 12, 2012 webinar, presentations focused on learning more about program requirements, preferences, and other keys to success from CMS Innovation Center staff and communities currently participating in the CCTP program. The final CCTP review panel for 2012 convened on September 20, 2012. Applications must have been received by September 3rd to be considered for this review. Future panels may be announced as funding permits.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
4508 Final Quality Project Part 2 Clinical Quality Measur.docxblondellchancy
4508 Final Quality Project
Part 2: Clinical Quality Measures for Hospitals
Overview
This activity focuses on Quality Measures for Hospitals. The activity uses online resources from
the CMS website. The Clinical Quality Measures for Hospitals activity focuses on the Hospital
Value Based Purchasing (VBP) Program
Background
The National Quality Strategy (NQS) was first published in March 2011 as the National Strategy
for Quality Improvement in Health Care, and is led by the Agency for Healthcare Research and
Quality on behalf of the U.S. Department of Health and Human Services (HHS). Today, the NQS
serves as a guide for identifying and prioritizing quality improvement efforts, sharing lessons
learned, and measuring the collective success of Federal, State, and public‐ and private‐sector
healthcare stakeholders across the country.
The Aims of the NQS are threefold:
Better Care: Improve the overall quality by making health care more patient‐centered,
reliable, accessible, and safe.
Healthy People/Healthy Communities: Improve the health of the U.S. population by
supporting proven interventions to address behavioral, social, and environmental
determinants of health in addition to delivering higher‐quality care.
Affordable Care: Reduce the cost of quality health care for individuals, families,
employers, and government.
To align with this, CMS has set goals for their Quality Strategy. These include:
• Make care safer by reducing harm caused in the delivery of care
– Improve support for a culture of safety
– Reduce inappropriate and unnecessary care
– Prevent or minimize harm in all settings
• Strengthen person and family engagement as partners in their care
• Promote effective communication and coordination of care
• Promote effective prevention and treatment of chronic disease
• Work with communities to promote best practices of healthy living
• Make care affordable
CMS’s vision states that if we can find better ways to pay providers, deliver care, and distribute
information than patients can receive better care, health dollars are spent more wisely, and
there are healthier communities, a healthier economy, and a healthier county. It is with this in
mind that they have created multiple quality payment programs.
In January 2015, the Department of Health and Human Services made an announcement that
set in place measurable goals and a timeline to move the Medicare program towards paying
providers based on the quality of care rather than the quantity. This was the first time in the
history of the program that explicit goals were set. They invited private sector payers to match
or exceed these goals as well. These goals included:
1. Alternative Payment Models
a. 30% of Medicare payments tied to quality or value through Alternative Payment
models by the end of 2016 and 50% by the end of 2018
2. Linking Fee‐For‐Service payments to Quality/Value
a. 85% of all Medi ...
4508 Final Quality Project Part 2 Clinical Quality Measurromeliadoan
4508 Final Quality Project
Part 2: Clinical Quality Measures for Hospitals
Overview
This activity focuses on Quality Measures for Hospitals. The activity uses online resources from
the CMS website. The Clinical Quality Measures for Hospitals activity focuses on the Hospital
Value Based Purchasing (VBP) Program
Background
The National Quality Strategy (NQS) was first published in March 2011 as the National Strategy
for Quality Improvement in Health Care, and is led by the Agency for Healthcare Research and
Quality on behalf of the U.S. Department of Health and Human Services (HHS). Today, the NQS
serves as a guide for identifying and prioritizing quality improvement efforts, sharing lessons
learned, and measuring the collective success of Federal, State, and public‐ and private‐sector
healthcare stakeholders across the country.
The Aims of the NQS are threefold:
Better Care: Improve the overall quality by making health care more patient‐centered,
reliable, accessible, and safe.
Healthy People/Healthy Communities: Improve the health of the U.S. population by
supporting proven interventions to address behavioral, social, and environmental
determinants of health in addition to delivering higher‐quality care.
Affordable Care: Reduce the cost of quality health care for individuals, families,
employers, and government.
To align with this, CMS has set goals for their Quality Strategy. These include:
• Make care safer by reducing harm caused in the delivery of care
– Improve support for a culture of safety
– Reduce inappropriate and unnecessary care
– Prevent or minimize harm in all settings
• Strengthen person and family engagement as partners in their care
• Promote effective communication and coordination of care
• Promote effective prevention and treatment of chronic disease
• Work with communities to promote best practices of healthy living
• Make care affordable
CMS’s vision states that if we can find better ways to pay providers, deliver care, and distribute
information than patients can receive better care, health dollars are spent more wisely, and
there are healthier communities, a healthier economy, and a healthier county. It is with this in
mind that they have created multiple quality payment programs.
In January 2015, the Department of Health and Human Services made an announcement that
set in place measurable goals and a timeline to move the Medicare program towards paying
providers based on the quality of care rather than the quantity. This was the first time in the
history of the program that explicit goals were set. They invited private sector payers to match
or exceed these goals as well. These goals included:
1. Alternative Payment Models
a. 30% of Medicare payments tied to quality or value through Alternative Payment
models by the end of 2016 and 50% by the end of 2018
2. Linking Fee‐For‐Service payments to Quality/Value
a. 85% of all Medi ...
Successful Exhibiting at the LeadingAge Annual MeetingLeadingAge
Need to know information to prepare your sales team for the 2016 LeadingAge Annual Meeting and EXPO, one of the Largest Aging Services EXPOs in America.
Understand your options with respect to various social media platforms and which ones are likely to enhance your fundraising campaigns and philanthropy program in general.
Philanthropy Planned Giving Primer 04-15-15LeadingAge
Learn from respected fundraising consultants and LeadingAge Business Associate, Richner & Richner, LLC about the basic elements of a planned giving campaign.
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.
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
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
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
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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.
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
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
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection