...many important ways, allowing Canada’s reputation around the world to become more independent, strong, and connected as a country. When Canada defeated the Germans at the battle of Vimy Ridge, the world saw us as a more independent country. The battle showed that we did not need Britain, and surprisingly, we ended up “emerging from the shadow.” For many years and through many battles, we depended on Britain and their guidance; however, Vimy was different. We came up with our own plan of action. We gathered strong, Canadian troops and generals, trained them properly so that everyone knew their own job, built our own trenches and brought our own artillery. The great Canadian Commander of the Canadian Corps by the name of Sir Arthur William Currie wanted and effectively tried to keep the Canadian troops separate from the British troops. These were all acts of Canadian independence. Our nation truly showed that we could fight and win against a very strong enemy and without our motherland helping us. Furthermore, during the battle, it was all Canadian soldiers, from one side to the next. It showed our Canadian independence because we did not have any troops from Britain. Canada showed the world that we were an independent nation because of this brave battle, in which we fought under our own leadership. Not only were we proving that we were an independent nation who would not take orders from anybody else, we were also demonstrating that we...
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...take Passchendaele successfully. On November 6th, 1917 our Canadian soldiers captured the Passchendaele ridge. They had to face many obstacles but they made it. Reporter Reporter Canadian Wounded at the Battle of Passchendaele More than 15,000 Canadians died or were wounded during the Battle of Passchendaele. Many of them drowned in the mud and shell holes. Canadian Wounded at the Battle of Passchendaele More than 15,000 Canadians died or were wounded during the Battle of Passchendaele. Many of them drowned in the mud and shell holes. The mud, flat terrain, and relative lack of preparation time and artillery support would make Passchendaele a far different battlefield than the one the Canadians encountered at Vimy Ridge. Currie took the time to carefully prepare as much as possible and on October 26, the Canadian offensive began. Advancing through the mud and enemy fire was slow and there were heavy losses. Despite the challenges, the Canadians reached the outskirts of Passchendaele by the end of a second attack on October 30 during a rainstorm. On November 6, the Canadians and British launched the assault to capture the village of Passchendaele itself. In excessive fighting, the attack went according to plan. After fierce enemy counterattacks, the last part of the battle saw the Canadians attack on November 10 and take out the Germans from the eastern edge of Passchendaele Ridge. Our Canadian soldiers won the Battle of Passchendaele. They faced many challenges...
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...Violence has been a part of ice hockey since at least the early 1900s. According to the book Hockey: A People's History, in 1904 alone, four players were killed during hockey games from the frequent brawls and violent stick work. Fighting in ice hockey is an established tradition of the sport in North America, with a long history involving many levels of amateur and professional play and including some notable individual fights. While officials tolerate fighting during hockey games, they impose a variety of penalties on players who engage in fights. Unique to North American professional team sports, the National Hockey League (NHL) and most minor professional leagues in North America do not eject players outright for fighting but major European and collegiate hockey leagues do. The debate over allowing fighting in ice hockey games is ongoing. Despite its potentially negative consequences, such as heavier enforcers knocking each other out, some administrators are not considering eliminating fighting from the game, as some players consider it essential. Additionally, the majority of fans oppose eliminating fights from professional hockey games. Examples In an NHL preseason game between the Boston Bruins and St. Louis Blues on September 21, 1969 Bruins defenseman Ted Green and Blues left wing Wayne Maki, attacking Green, engaged in a bloody stick-swinging fight that resulted in Green sustaining a skull fracture and brain damage, forcing him to miss the entire season of 1969–70...
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...Statistical Information Shella M. Gettings University of Phoenix HCS/438 Statistics are a part of the everyday world. They are all around us and help us understand information in a clear and distinct manner. In our professional and personal lives, we would have difficulty comprehending some data without statistics. That is particularly true in the medical field and in hospitals. Without statistics, I as a nurse, would not know where I needed to improve my provided care or in which direction to instruct my team to focus their time on. This paper will discuss statistical information that use at a local community medical facility, where I am employed, Alliance Health Deaconess, where I am currently employed as a medical-surgical and oncology registered nurse. Statistical Information How Statistics are used at my Workplace: There are many memos and emails that are passed around to the nurses that management and administrators hope that we read and absorb. In all honesty, they are glanced at and tossed aside the majority of the time. On rare occasions, we are handed graphs and charts that explain what they expect and shows us specifically what needs to be improved upon. Since our jobs are to care for the sick and hurt, this information is not tossed aside and is typically taken more seriously. One main focus for the nursing staff at my facility is safety scores. We have two medical-surgical floors, one including oncology and the other orthopedics, one intensive...
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...safe handover : safe patients guidance on clinical handover for clinicians and managers diSclaimer This publication has been produced as a service to ama members. although every care has been taken to ensure its accuracy, this publication can in no way be regarded as a substitute for professional legal or financial advice and no responsibility is accepted for any errors or omissions. The ama does not warrant the accuracy or currency of any information in this publication. The australian medical association limited disclaims liability for all loss, damage, or injury, financial or otherwise, suffered by any persons acting upon or relying on this publication or the information contained in it, whether resulting from its negligence or from the negligence of employees, agents or advisers or from any cause whatsoever. cOPyriGhT This publication is the copyright of the australian medical association limited. Other than for bona fide study or research purposes, reproduction of the whole or part of it is not permitted under the copyright act 1968, without the written permission of the australian medical association limited. safe handover : safe patients guidance on clinical handover for clinicians and managers PREPARED BY THE AUSTRALIAN MEDICAL ASSOCIATION LIMITED ABN: 37 008 426 793 2006 Adapted from the British Medical Association’s resource ‘Safe Handover: Safe Patients.’ Dr Mukesh Haikerwal President, Australian Medical Association Dr Geoff Dobb Chair, AMA Coordinating...
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...quality of care as "The degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge." The main focus of this definition is to treat and care for patients the best way possible the first time. When dealing with the health care of individuals there is no room for error. Health care has now been regulated for many years in order to ensure that all individuals are receiving the best quality of care regardless of their financial situation or their social status. The Joint Commission is a non-profit organization within the United States that focuses on the patient care within medical facilities. Medical facilities include hospitals, hospice agencies, durable medical equipment companies, nursing homes, and many others. The Joint Commission clearly defines the quality standards that are expected of facilities that directly care for the patient. It has developed an accreditation program in which holds facilities to high standards and expectations. The Joint Commission accredits over 17,000 health care organizations and programs in the United States (The Joint Commission). A majority of state governments...
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...The Doctor “Magistrate Communication Style” “Transformation” XXX TMGMT 314: Interpersonal Skills in the Workplace G. Kent Nelson, Ph.D. University of Washington – Tacoma 03 June, 2009 The Doctor Introduction The Doctor is a film that outlines the ways that doctors around the world think. It is about a doctor who finds out the hard way that there's more to medicine than skill in the operating theater in this emotional drama. The main character is Jack McKee, who is a gifted but arrogant surgeon. He cares little about the emotional welfare of his patients and is little more than a benign stranger to his wife Anne and his son Nicky. He has been suffering from a nagging cough for some time, and when he begins coughing up blood one morning, he finally allows another doctor to take a look at him. The doctor discovers that he has a malignant tumor in his throat that could rob him of the ability to speak, or even kill him. He now becomes a patient instead of a doctor, and learns first hand about the long stretches in the waiting room, the indignity of filling out pointless forms, and the callous attitude of the professional medical community. He also gets to know June, a terminal cancer patient whose joyous embrace of life as her time draws to a close is an inspiration to him. After recovery, Jack becomes more determined to be a caring healer and strives to be a better husband and father. But his new outlook on life turns former friends into foes, and dislike co-workers in to...
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...Case 2.1: Organizational Culture: Life or Death Questions: 1. What values appear to be driving the doctors and nurses in the hospitals to treat heart attack patients? From the case study, the eleven hospitals utilize 90 minutes or less to deliver therapy in order to restore blood flow to heart attack patients. The followings are the values that appear to drive the doctors and nurses in the hospitals to treat the heart attack patients: (a) The hospitals are well organized, they have ability to reward high quality performance, and are flexible enough to deal with setbacks. (b) Teamwork is another important value that drives doctors and nurses when treating heart attack patients. This is important because they need to work quickly. (c) All the hospitals shared the same core values, they were committed to reducing delays throughout their process, they provided real-time data feedback to measure success and had innovative protocols and flexibility in refining their protocols. (d) Effective communication and ethics is also critical. Doctors and nurses commit to their profession not only for financial gain, but also because they value human life and want to make a difference in the world by preserving life. They are also sensitive to their patients’ needs. Without these values it would not be feasible for the hospital to maintain their success and reputation of delivering therapy to restore blood flow to heart attack patients in only 90 minutes or less. This huge accomplishment...
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...Perpetual Mercy Hospital Case Analysis Keagan Marble April 2, 2013 Marketing Management and Strategy Section 002 Case Brief Receipt #: 317113731 MEMO: To: Linda Rochford From: Keagan Marble Date: April 2, 2013 Subject: Perpetual Mercy Hospital Case Brief A. Problem/Issue: In April of 2000, the Downtown Health Clinic (DHC), which is run and overseen by Perpetual Mercy Hospital (PHC), found out some troubling news and was very concerned about it. Perpetual Mercy Hospital found out about the possibility of establishing a similar clinic five blocks north of their facility. The main problem is that the new clinic may take away DHC’s current patients and put a damper on DHC’s profitability and financial progress. This situation and possible alternatives were analyzed to develop a recommendation of how DHC can keep their patients and continue to achieve its service and profitability objectives. B. Alternative Identification There have been many options in consideration regarding how to meet the patients needs more efficiently to prevent them from leaving DHC and moving to the new facility as well as attaining their profitability. The two main alternatives that can be analyzed are: Tactical Alternatives 1. Extend operating hours 2. Provide gynecology services Strategic Alternatives 1. For a second physician to be hired 2. Build long lasting relationship with business community C. Evaluative Criteria What’s being considered in deciding...
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...helping to assist in the discharge process. As a nursing workforce it is our responsibility to understand how the roles of a family affect our individual patients, and work to incorporated those roles into their therapeutic environment. An issue in today’s emergency departments that continues to draw attention from aspects of the medical profession is the use of family presence during cardiopulmonary resuscitation. “While it appears that the evidence clearly indicates positive outcomes from family witnessed resuscitation (FWR), a majority of emergency departments fail to implement or even institute policies “(MacLean, et al 2003) . Lack of education, leadership support and patient understanding are just a few factors contributing to hospitals not participating in this patient centered approach. “Families seldom ask if they can be present unless they have been...
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...Dr. Kellie Leitch glanced at the data on wait times colle cted from the patients in one of her clinics. As Chief of Paediatric 1 Orthopaedic surgery at the Children’s Ho spital of Western Ontario (CHWO), she was very concerned by the long times that the young patie nts (and their parents) were experiencing in the daily clinic. Long wait times tended to aggr avate the already pent-up distress a nd concern that they were feeling, and parents were unders tandably irritated at missing significant time at work. Currently, on an average, patients were spending roughly two hours in the clinic. Patient health was not Dr. Leitch’s only concern. Clin ical staff had increasingly complained about being over-extended, yet budgetary pressure s to reduce the cost of service continued to mount. She was not convinced that all staff was being effectively utiliz ed, and there was an unresolved request from the Radiology department for more adva nced equipment. Dr. Leitch also served on several government task forces. From these, she knew that federal and provincial policy-makers were increasingly concerned with the economic impact that health-care wait times had on national economic productivity. In a moment of weakness, Dr. Leitch recently had volunt eered her clinic to hospita l management as a “test case” to demonstrate that patient care could be done in a more timely fa shion, without increasing costs. An objective of reducing wait times by 20 per cent was...
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...explanation of policy details are limited. In 2010, the policy addressing terminology and abbreviations was integrated into the Information Management standards as elements of performance 2 and 3 under IM.02.02.0 by Joint Commission. The hospital administration or HIM administration should have a committee to ensure the terminology and abbreviations are updated and distributed to all clinical areas, are posted within the electronic record system, and performed within specific time frames. The policy for addressing backup of electronic information systems can be found in Standard IM.01.01.03. The policy for managing interruptions to information processes is located within this Standard. This standard should be in the HIM department’s policy as well as IT department. The Medical Records Manager and IT Manager should maintain communication as to backups, updates, and scheduled downtime. IT will ensure all hospital employees’ awareness of any downtime for maintaining equipment as necessary. The release of information policy would be accessed in the Standard IM.02.01.03. This policy addresses protection of health information including access and disclosure. The protection of privacy is located in the Standard IM.02.01.01. The hospital should have a written policy on privacy, the limitations, and compliance to protect health...
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...including hospitals, clinics, laboratory and diagnostic facilities, pharmaceutical retailers and distributors, and medical education and training institutes. Each is characterized by distinct factors to consider when appraising credit and investment worthiness. A discussion follows of success factors and common mistakes that investors see in financing requests from each of these types of businesses. The box on this page describes one banker’s experience with health-sector borrowers in Uganda. Hospitals Key Elements for Analysis: Typically private hospitals earn revenue from inpatient and outpatient services, surgical procedures, diagnostic testing (laboratory and radiology), and drug sales. The number of beds defines the inpatient capacity, and bed occupancy rate and average length of stay are key metrics for determining inpatient numbers (a key revenue driver). Similarly, outpatient numbers and consultation fees drive outpatient revenue. Key profit centers are usually surgical procedures, diagnostic tests, and drug sales, rather than room rates and consultation fees. Because of the equipment and facility requirements, hospitals are generally much more capital intensive than clinics and need to replace and modernize equipment regularly. Salaries tend to be a significant operating expense. Staffing-topatient ratios can be indicators of quality, efficiency, and cost control. The text box on the next page lists some common benchmarks or rules of thumb for analysis of hospital investments...
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...Healing Hospitals: A daring paradigm Mercy Cooper Grand Canyon University: Spirituality in Health Care HLT 310V 11/24/13 Healing Hospitals: A Daring Paradigm Hospitals are embracing the paradigm of healing hospitals. This concept is based on research evidence that suggests that the environment of care has significant implications on patient outcomes. Creation of a healing environment thus represents a concerted effort to comprehensively address all the factors that contribute to the disease process (Giemer-Flanders, 2009). Healing physical environments comprise of the following components: healing physical environments, a culture of loving care, integration of technology into work design, and blended medicine. Healing hospitals, unlike traditional hospitals, concerned for the person as a whole. Caring for the whole person consists of attending to the persons mind, body, spirit, and the environment. Blended medicine, the first component of a healing hospital, refers to the use of both conventional medicine and complementary and alternative therapies. Conventional medicine is an evidence-based meaning that its clinical utility and effectiveness in the treatment of a given disease has been validated through high-quality clinical trials. Alternatively, the treatments may have been shown to be more effective in the treatment of a certain disease or they may have withstood the test of time. Complementary and alternative medicine, on the other hand, employs techniques that...
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...Health Hospital. The Hope has an Outpatient Mental Health Clinic/Facility. It provides different levels of therapy for the mental health patients. In the Particle Hospital Program (PHP) it is designed to provide four groups of intense therapy that is provided by a license therapist. The groups can be a combination of three group sessions with an individual session or all four group sessions. The patients that enter into the program must be assessed by a license therapist, nurse, and the psychiatrist will assess to see if the patient meets criteria for the program. There are some situations where a patient won’t be accepted in the program. Some of the unacceptable criteria could be related to mental state, physical state, type of benefits patient possess, and other issues. We also provide an Intensive Outpatient Program (IOP). This is a less intense program than the Outpatient Program. The patients will interact in three group sessions a day four days out of the week. The psychiatrist does have to admit the patient into this program. This decision can be made by the nurse who has to be a RN and the therapist. These programs are designed to help the patients maintain, function, and cope with their mental illness. It is also a tool to keep the patients from re-entering the mental hospital as frequent (Anthem Blue Cross, 2013). This proposal will illustrate the importance of an outpatient facility that is rewarding to the patients as well as to the hospital organization...
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