Week 3 Flashcards

1
Q

WHO Definition of Health

A

Health is a state of complete physical, mental
and social well-being and not merely the
absence of disease or infirmity

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2
Q

The Natural Environment

A

1) Land
2) Air
3) Water

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3
Q

Components of the Epidemiological Triangle

A

1) Host
2) Environment
3) Agent

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4
Q

Causes of great epidemics

A

1) Urbanization
2) Increased human biomass
3) Concentration of poverty
4) Global Trade
5) Failure to safely dispose human waste

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5
Q

The Great Endemics (3)

A

1) Tuberculosis
2) Respiratory viruses and bacteria
3) Diarrheal viruses and bacteria

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6
Q

3 parts of IOM Public Health Definition

A

1) Mission
2) Substance
3) Organizational Framework

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7
Q

Mission of Public Health (IOM Definition)

A

The fulfillment of society’s interest in assuring the conditions in which people can be healthy

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8
Q

Substance of Public Health (IOM Definition)

A

Organized Community Efforts Aimed at the Prevention of Disease and Promotion of Health. It links many disciplines and rests upon the science of epidemiology

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9
Q

Organizational Framework (IOM Definition)

A

Both activities undertaken within the formal structure of government and the associated efforts of private and voluntary organizations and individuals

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10
Q

Ways public health improves medicine

A

1) Community Specific prevalence
2) Addresses access issues
3) Avoidance of numerator/denominator confusion
4) Hidden problems identified
5) Rewards of prevention reinforced
5) Addresses community-specific issues
6) Adds opportunity to use robust ecological model

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11
Q

Ways medicine improves public health

A

1) Identification of issues
2) Identification of system failures
3) Reminder of real world complexity
4) System entry point – local and personal
5) Use of clinical tools to address public health
problems

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12
Q

3 Essential public health services

A

1) Assessment
2) Policy Development
3) Assurance

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13
Q

Public Health Infrastructure

A

1) Government
2) Community
3) Organizations
4) Philanthropy
5) Workplaces
6) Medical Care System
7) Academia

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14
Q

Environment is where we:

A

Work, sleep and play

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15
Q

Current environmental threats

A

1) Air contamination
2) Water contamination
3) Land use
4) Persticides and Industrial Chemicals

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16
Q

Prevention paradox

A

Most individuals derive little or no benefit from prevention strategy

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17
Q

Timeline of a chronic, life threatening disease

A

Health-> disease onset->Illness onset->Complications-> Death

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18
Q

Primary prevention

A

Take action to eliminate precipitating causes of disease and injury before they happen. Outcome is no health event. (Between Health->disease onset)

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19
Q

Secondary Prevention

A

Screening Test. Detect and treat asymptomatic disease, or its predisposition, before it becomes symptomatic or does irreversible harm. Outcome is no symptomatic disease. (Between Disease onset->Illness onset).

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20
Q

Tertiary Prevention

A

Minimize risk of recurrence or clinical deterioration once a disease is diagnosed. (Between Illness onset->Complications)

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21
Q

5 Guiding principles of Clinical Prevention

A

1) Asymptomatic individuals are legitimate patients who deserve the
attention of busy clinicians
2) People who tend to seek out clinical preventive services are less
likely to benefit from them than people who do not
3) Far more people undergo preventive interventions than would ever
have developed the targeted health outcome without the
intervention
4) Preventive interventions are neither free nor harmless
5) For most people the benefits of prevention are never appreciated
because success is a non-event off in the distant future

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22
Q

5 Predictors of Succesful Clinical Prevention Programs

A

1) Target condition is associated with high morbidity and/or
mortality
2) Risk is unacceptable to the individual
3) Risk of future harm to an individual is predictable
4) Risk of future harm to an individual is modifiable in the
present
5) Preventive intervention is cost-effective

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23
Q

4 Clinical Preventive Services

A

1) Immunizations
2) Screening
3) Chemopreventive Agents
4) Lifestyle Counseling

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24
Q

6 Influences on Health Behavior

A

1) Free Choice
2) Biology
3) Culture
4) Social Position
5) Government
6) Healthcare

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25
Q

Screening cascade

A

Results after a screening test

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26
Q

PSA Testing

A

Prostate Cancer Screening is useless

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27
Q

USPSTF

A

U.S. Preventive Services Task Force

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28
Q

Distributive justice

A

How to ethically distribute resources among a population

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29
Q

Rationing

A

Distributing resources under conditions of extreme scarcity

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30
Q

The value problem

A

to provide higher quality care, with better outcomes, at a lower cost.

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31
Q

Value (formula)

A

Value = Quality/Cost

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32
Q

The fairness problem

A

to distribute health care goods and services fairly; to provide access to health care that does not unfairly disadvantage anyone

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33
Q

What does fee for service eat to?

A

More procedures

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34
Q

What does capitation lead to?

A

Fewer procedures

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35
Q

What does Capitation + Outcomes lead to?

A

Better clinical decisions

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36
Q

Unwarranted Variation

A

Variations that cannot be explained on the basis of illness, scientific evidence or well-informed patient preferences

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37
Q

Effective Care

A

Care that we know works and improves outcomes

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38
Q

Preference Sensitive Care

A

Care in which there is equal evidence on both sides of the intervention

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39
Q

Supply Sensitive Care

A

Care that is sensitive to the supply of medical care in an area

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40
Q

Bedside Rationing

A

Choosing a suboptimal treatment for a particular
patient based on cost (and not according to
standard guidelines)

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41
Q

Formal Principle

A

Equals must be treated equally

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42
Q

Material Principles (7)

A

Give content to formal principle and are:

1) To each an equal share
2) To each according to need
3) To each according to merit
4) To each according to effort
5) To each according to likely contribution to society
6) To each according to fair market exchange
7) To each in redress for past harms

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43
Q

Englehardt’s view (Libertarianism)

A

Fair processes of
exchange matter, rather than aiming at any desired
end state. —-Regarding the natural and social lottery, no obligations are created. It is unfortunate, but not unfair, that some lose the lottery.

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44
Q

Night watchman state

A

Idea by Englehardt. Libertarianism. Government should be minimal and only used to implement rules of acquisition and exchange (police, etc.) and to set up a military to protect against foreign invaders.

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45
Q

John Rawls idea of the Social Lottery (Qualified Egalitarianism)

A

Equal access to the
goods valued by rational actors, with inequality
tolerated only if it benefits least well off. —–The Original Position thought experiment shows that society should compensate for the outcome of the natural and social lottery.

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46
Q

Rawls’s First Principle of Justice

A

Each person is to have an equal right to the most extensive basic liberty compatible with a similar liberty for others (Vote, Political Office, Speech, No Arbitrary Arrest)

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47
Q

Rawls’s Second Principle of Justice (two parts)

A

1) Difference Principle: inequalities are to be of the greatest benefit to the least advantaged members of society
2) Opportunity Principle: offices and positions must be open to everyone under conditions of fair equality of
opportunity

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48
Q

Libertarian view of healthcare

A

Would largely view health disparities as “unfortunate but not unfair,” and would seek to address the issue through voluntary philanthropic activities.

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49
Q

Rawlsian view of healthcare

A

A well-ordered society would adopt policies that
“even out” the results of the natural and social lottery (even if they are no one’s
fault) in order to allow for an equality of opportunity and to benefit the least well-
off.

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50
Q

Health determinants (4 categories)

A

Individual behavior, Social Environment, physical environment, health services

51
Q

Definition Crisis Standards of Care

A

Substantial change in the usual health
care operations and the level of care it is possible to deliver . . . justified by
specific circumstances and . . . formally declared by a state government in
recognition that crisis operations will be in effect for a sustained period

52
Q

Primary principle (Institute of Medicine Reports)

A

Public health disasters justify temporarily adjusting practice
standards and/or shifting the balance of ethical concerns to emphasize the
needs of the community rather than the needs of individuals

53
Q

Secondary Principles (8)

A

1) Duty to plan
2) Duty to care
3) Accountability
4) Duty to steward resources
5) Fairness
6) Consistency
7) Transparency
8) Proportionality

54
Q

Typically, a pre-pandemic duty, but present even as a disaster unfolds.

A

Duty to plan (secondary principle)

55
Q

Clinicians retain a duty to care, but shift in priority from caring for individuals to caring for populations

A

Duty to care (secondary principle)

56
Q

Institutions and clinicians remain accountable for their actions. Allow for an appeal process before implementing a decision that adversely affects an individual patient(s)

A

Accountability (secondary principle)

57
Q

Use resources with optimum efficiency

A

Duty to steward resources (secondary principle)

58
Q

Allocate medical services solely to optimize community outcomes; vulnerable populations may require
additional resources

A

Fairness (secondary principle)

59
Q

Relevantly similar patients treated similarly; care decisions not made for discriminatory reasons,
e.g., favoring certain religions, races, socioeconomic statuses.

A

Consistency (secondary principle)

60
Q

Formalize criteria used for reallocation and publicize appropriately.

A

Transparency (secondary principle)

61
Q

Burdensome policies must be commensurate with the scale of the disaster and risk to others.

A

Proportionality (secondary principle)

62
Q

Main reasoning of University of Pittsburg Policy

A

Prioritization versus exclusion
1) does not categorically exclude any patients who, in usual circumstances, would
be eligible for critical care resources

2) allocation framework goes beyond simply attempting to maximize the
number of patients who survive to hospital discharge, because this is a thin conception
of doing the greatest good for the greatest number.

63
Q

University of Pittsburg Policy Steps

A

Step 1: Calculate the SOFA Score

Step 2: Translate the raw SOFA score into 4-point scale

Step 3: Identify comorbidities of the patient at baseline. Severe comorbidities imply that the patient baseline health makes survival for one-year unlikely

Step 4: Add the scores from steps 2 and 3 to generate a prioritization score

64
Q

Utilitarianism

A

Distribute goods to maximize the

overall quantity of goods in a society

65
Q

Communitarian-Pluralist (Current)

A

Plurality of
material principles based on the practices that
evolved in the history in a community.

66
Q

Unifying Principles

A

1) Libertarianism (Englehardt)
2) Qualified Egalitarianism (Rawls)
3) Utilitarianism
4) Communitarian-Pluralist (Current)

67
Q

Ethical principles related to value problem (3)

A

1) Beneficence: We underuse effective care
2) Non-Maleficence: We overuse supply sensitive care, creating the potential for
iatrogenic injury
3) Justice: Money that is wasted cannot be spent on prevention, public health,
social services, etc., which tend to benefit the least well off.

68
Q

Characteristics of Pittsburg Model

A

1) Resources assessed at least daily. Determination of which categories can
receive the scarce resource. 2) Not receiving scarce resource does not imply no disease directed therapy.
3) Ties are broken by life-cycle (age) considerations
4) Strict separation between treating team and triage team. 5) Appeal process available.
6) Health care providers and first responders given some priority.
7) Triage used both to allocate and to reallocate resources.

69
Q

Choosing the most appropriate and effective intervention and achieving the best outcome

A

Quality

70
Q

Types of Quality Problems (3)

A
  1. Misuse or avoidable errors in medical practice
  2. Overuse of unnecessary services
  3. Underuse of needed services
71
Q

What Contributes to Quality Problems?

A
  1. Fragmentation in how health care system is organized
  2. Poor communication and coordination
  3. The way we pay for health care services
  4. Lack of evidence-based care and lack of consistent practice guidelines
  5. Disparities in access to care 6. Human error
  6. Systems errors more so than bad apples
  7. Medical malpractice system not designed to address systemic problems
72
Q

STEEEP

A

We want a healthcare system that is:

  1. Safe
  2. Timely
  3. Effective
  4. Efficient
  5. Equitable
  6. Patient-Centered
73
Q

How do we identify a quality problem?

A
  1. Measure the domains of misuse, overuse, and underuse
  2. Attend to problems in the STEEEP domains
  3. Monitor trends in performance over time
  4. Assess performance relative to an evidence-based
    threshold
  5. Compare U.S. performance to other countries
  6. Investigate variation regionally, between institutions, or between populations (i.e., disparities)
74
Q

Medical errors estimate

A

Earliest estimate: 98k

Recent estimate: Between 210k-440k

75
Q

Donabedian’s 3 categories for measuring Healthcare Performance

A
  1. Structure
  2. Process
  3. Outcome
76
Q

Sructure (Donabedian)

A

Physical and organizational characteristics in settings where health care occurs

77
Q

Process (Donabedian)

A

Care delivered to patients, such as services, diagnostics, treatment

78
Q

Outcome

A

Effect of health care provision on the status of patients and populations

79
Q

Challenges with Quality Measurement

A
  1. Cannot measure everything we care about with process
  2. Processes do not always predict outcomes
  3. Outcomes take time to measure
  4. We pay attention to what gets measured – may divert from other resources
  5. Costly to track and report measures for practices
  6. Multiple measures required for different agencies
  7. Takes time and money to update to keep up with best practices
80
Q

Principles of Quality Improvement

A
  1. Focus on Systems and Processes
  2. Orient Toward Patients
  3. Measurement and Data Are Essential
  4. Invest in a Team Approach
81
Q

Five Why’s

A

Used to identify causes of problems. You state a problem and then ask 5 why’s to reach the root of the problem

82
Q

Affinity Diagram

A

Used to identify causes of problems. You use post-it notes to organize ideas into related groupings

83
Q

Fishbone diagram

A

Used to identify causes of problems:

  1. Starts with the problem
    at the head of the fish
    2.Major branches correspond to a major cause (or class of causes) that directly relates to the effect
  2. Minor branches correspond to more detailed causal factors
84
Q

Flowchart

A
Used to problem solve a process:
• Visualizes the sequence of events and
decision points in a process
• Identifies bottlenecks, delays,
inefficiencies, redundancies,
workarounds, breakdowns in
communication, unnecessary
complexity, and gaps in care
85
Q

Swim lane diagram

A

Used to problem solve a process:
• Plot interconnections between processes, departments, and teams
• The swim lane flowchart identifies who does each step, not just what is done
• Discuss high-level process steps first, and then each team member documents his or her own individual work steps within a swim lane
• As team compiles detailed work steps, team members begin to understand each others’ work and can see the process from the patient’s perspective

86
Q

Driver Diagram

A
Used to develop a solution:
• Systematically plan your
improvement project 
• State the aims 
• Identify 2-5 primary drivers to achieve that aim 
• Identify secondary drivers that influence the primary drivers 
• Brainstorm change ideas to
address specific drivers to
address the secondary and
primary aims
87
Q

PDSA Cycles

A

Used to test solutions:

  1. Plan
  2. Do
  3. Study
  4. Act
88
Q

Plan (PDSA)

A

Determine tasks needed to
assess change, and predict
what will happen

89
Q

Do (PDSA)

A
  • Execute your plan • Collect data to measure change

* Observe what happens

90
Q

Study (PDSA)

A

• Study the effect of the change
• Describe the results and how
they compared to the
predictions

91
Q

Act (PDSA)

A

Describe what modifications to the plan will be made for
the next cycle from what you
learned

92
Q

COVID-19 Attack Rate

A

– 75% if cohabitating with someone sick
– 10% if cohabiting with someone until they are
quarantined
– 5% if 15 minutes face to face with a confirmed
case
– < 5% if minimal contact

93
Q

USA case fatality tase and CDC actual estimate

A

Case fatality: 0.046

CDC model estimate: 0.002-0.01

94
Q

Transmission via aerosols (tiny respiratory droplets that can
remain suspended in the air)

A

Airborne spread

95
Q

Infection status of virus (2)

A

Latent period, infectious period

96
Q

Clinical status (2)

A

Incubation period, clinical period

97
Q

Latent period

A

Time of infection to time individual becomes infectious

98
Q

Incubation period

A

Time of infection to time symptoms first appear

99
Q

Average number of individuals directly infected by an infectious case over the entire infectious period, when encountering a totally susceptible population in the absence of control strategies

A

Basic Reproductive Number (R0)

100
Q

Basic Reproductive Number (R0)

A

Basic Reproductive Number (R0)Average number of individuals directly infected by an infectious case over the entire infectious period, when encountering a totally susceptible population in the absence of control strategies

101
Q

R0=1

A

Disease will become endemic

102
Q

R0>1

A

Disease will become epidemic

103
Q

Determinants of R0 (formula)

A

R=cDp

c=number of contacts per unit time
D=Duration of infectiousness
p=Transmission probability per contact

104
Q

Transmission probability per contact depends on 4 characteristics:

A
  1. Infectious source
  2. Infectious dose
  3. Susceptible Host
  4. Type of contact
105
Q

Effective (Net) Reproductive Number (RN) & formula

A

Average number of secondary infectious cases produced by a typical infectious case as the epidemic evolves.

RN=R0*S

S=proportion of population that is susceptible

106
Q

Herd Immunity

A

Collective immunity in a population

107
Q

Herd Immunity Threshold (HIT) & Formula

A

Proportion of the population that must be immune in order for the disease to remain stable.

HIT=1-1/R0

108
Q

Her immunity for COVID-19

A

About 50-70%

109
Q

Herd immunity for COVID-19

A

About 50-70%

110
Q

Management in a Pandemic

A
Joint response capabilities
between public health
agencies and their healthcare
partners in key response
categories:
1. Surveillance &amp; Epidemiology 
2. Command, Control &amp; Communications 
3. Risk Communication 
4. Surge Capacity 
5. Disease Prevention &amp; Control
111
Q

Herding cats

A

Individual physicians with idiosyncratic

beliefs

112
Q

Key messages for pandemic risk communication

A
– The truth
– What we know and don’t know
– Forecast MUST include what eventually happens
– What people should do
– Reassure/prevent panic (without lying)
113
Q

Disease Prevention Strategies for COVID19

A

• Contact Tracing (Based on testing & clinical
cases) • Isolation (for the sick) • Quarantine (for the exposed) • Pharmaceuticals & Vaccines (when available) • Social Distancing

114
Q

Pretest probability for detecting covid

A

Population prevalence->Risk factors->Clinical Presentation

115
Q

How to confirm diagnosis using test

A

Leading diagnostic: Choose test with high specificity to “rule in”

Active Alternative diagnosis: Choose tests with high sensitivity to “rule out”

Other diagnosis: Test for these only id leading hypothesis and alternatives disproved

Excluded diagnosis: no further testing

116
Q

When is confirmatory (patient already presenting symptoms) testing most useful?

A

• When the pretest probability is well below 100%
• When confirming the presence or absence of the condition
would affect management
• When an accurate test is available

117
Q

When is screening (patient not presenting symptoms) most useful?

A

• When the pretest probability is not too low or too high
• When confirming the presence or absence of the condition
would affect management
• When an accurate test is available

118
Q

Components of pre-test probability (COVID-19)

A

Population prevalence Exposure history

Clinical presentation

119
Q

Components of Effect on Management (COVID-19)

A

Patient

Potential contacts

120
Q

Test Accuracy

A

Sensitivity

Specificity

121
Q

Indirect method of detecting covid

A

Blood oxygenation, complete blood count, chest imaging

122
Q

Direct methods of detecting covid

A

RT-PCR, Serology

123
Q

Modes of COVID19 Supportive Treatment

A
  1. Close monitoring
  2. Supplemental 02
  3. Mechanical ventilation
  4. Fluid management
  5. Symptom Control
124
Q

Modes of COVID 19 Directed Treatment

A
  1. Disruption of Viral Replication

2. Modulation of Immune Response