Atrial Fibrillation Occurring During Acute Hospitalization: A Scientific Statement From the American Heart Association.

Acute atrial fibrillation is defined as atrial fibrillation detected in the setting of acute care or acute illness; atrial fibrillation may be detected or managed for the first time during acute hospitalization for another condition. Atrial fibrillation after cardiothoracic surgery is a distinct type of acute atrial fibrillation. Acute atrial fibrillation is associated with high risk of long-term atrial fibrillation recurrence, warranting clinical attention during acute hospitalization and over long-term follow-up. A framework of substrates and triggers can be useful for evaluating and managing acute atrial fibrillation. Acute management requires a multipronged approach with interdisciplinary care collaboration, tailoring treatments to the patient's underlying substrate and acute condition. Key components of acute management include identification and treatment of triggers, selection and implementation of rate/rhythm control, and management of anticoagulation. Acute rate or rhythm control strategy should be individualized with consideration of the patient's capacity to tolerate rapid rates or atrioventricular dyssynchrony, and the patient's ability to tolerate the risk of the therapeutic strategy. Given the high risks of atrial fibrillation recurrence in patients with acute atrial fibrillation, clinical follow-up and heart rhythm monitoring are warranted. Long-term management is guided by patient substrate, with implications for intensity of heart rhythm monitoring, anticoagulation, and considerations for rhythm management strategies. Overall management of acute atrial fibrillation addresses substrates and triggers. The 3As of acute management are acute triggers, atrial fibrillation rate/rhythm management, and anticoagulation. The 2As and 2Ms of long-term management include monitoring of heart rhythm and modification of lifestyle and risk factors, in addition to considerations for atrial fibrillation rate/rhythm management and anticoagulation. Several gaps in knowledge related to acute atrial fibrillation exist and warrant future research.

COVID-19 pandemic affected on coffee beverage decision and consumers' behavior

The objective research was to study the transformation of the coffee consumption behavior of coffee drinkers and factors affecting the coffee consumption behavior before and during the COVID-19 pandemic. Because coffee is a famous beverage among university student groups. Therefore, we want to know the coffee consumption behavior and aspects of coffee drinkers such as the time most people need to consume coffee, the price, and the amount of coffee consumed each day. Both before and during the pandemic. To benefit those who are interested in studying coffee and as a guide for decision making in the business development of coffee shop operators. The sample used in this study is 407 students at the University of Thailand who consume coffee. The questionnaire was used to collect data for surveys of coffee consumption behavior. The study results revealed that consumer behavior has changed in coffee drinking patterns, health effects, and budgets for coffee purchases have decreased. Including the amount of coffee consumed on average per day by consumers, slightly increased from before the pandemic. © 2022 IEEE.

TEXAS HOLD'EM ENGAGING EMPLOYERS TO CLOSE THE SKILLS GAP: THE RESOURCE FOR ADULT EDUCATION

In 2014, the federal Workforce Innovation and Opportunity Act (WIOA) thrust adult educators into a dramatically new landscape of service expectations and partnership requirements to increase the ability of providers to meet the employment needs of students and employers. The coronavirus pandemic created an accelerating demand for adult education services that lead to reemployment for individuals who have been laid off. Employer engagement can have a tremendous impact on adult education's ability to lead to employment solutions. This article describes solutions Texas found as it successfully developed a market-driven adult education system to deliver employers, learners, and other system customers a new model for defining student success. After a brief discussion regarding the Texas business and economic climate;and factors that drove, in part, the Texas legislature to transfer the program into the state's labor department a year before WIOA;the article describes demonstrated methods and examples across five dimensions that tell Texas' story. These examples provide state and local leaders ways to meet the demands of WIOA and the expectations of students, employers, and system partners.