DOCSLIB.ORG

Table of Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Table of Contents Table of Contents ACKNOWLEDGMENT..............................................................................................................3 INTRODUCTION .......................................................................................................................4 HEALTH CARE CAREER TERMINOLOGY...........................................................................6 FINANCIAL AID........................................................................................................................9 HOW TO EXPLORE HEALTH CARE CAREERS .................................................................11 ON-THE-JOB TRAINING OPPORTUNITIES ........................................................................13 ATHLETIC TRAINER..............................................................................................................14 AUDIOLOGIST AND SPEECH LANGUAGE PATHOLOGIST ...........................................17 CARDIOVASCULAR TECHNOLOGIST AND TECHNICIAN ............................................19 CENTRAL STERILE TECHNICIAN.......................................................................................21 CERTIFIED NURSING ASSISTANT (CNA)..........................................................................22 CERTIFIED SURGICAL TECHNOLOGIST (CST)................................................................23 CHAPLAIN/PASTORAL COUNSELOR.................................................................................25 CLINICAL NURSE SPECIALIST (CNS) ................................................................................26 CODING SPECIALIST/CODER ..............................................................................................28 COMPUTERIZED TOMOGRAPHY TECHNOLOGIST (CT TECH)....................................30 DIETETIC TECHNICIAN ........................................................................................................31 DIETITIAN................................................................................................................................32 EMERGENCY MEDICAL TECHNICIAN (EMT) AND PARAMEDIC................................35 EXERCISE PHYSIOLOGIST...................................................................................................39 HEALTH CARE ADMINISTRATOR......................................................................................41 HEALTH INFORMATION MANAGEMENT TECHNICIAN (HIM TECH) ........................44 HOME HEALTH AIDE ............................................................................................................45 HUMAN RESOURCES PROFESSIONAL ..............................................................................47 LICENSED PRACTICAL NURSE (LPN)................................................................................48 MAGNETIC RESONANCE IMAGING TECHNOLOGIST (MRI TECH).............................50 MASSAGE THERAPIST..........................................................................................................51 MEDICAL ASSISTANT (MA).................................................................................................54 MEDICAL LABORATORY TECHNOLOGIST AND TECHNICIAN...................................60 MEDICAL TRANSCRIPTIONIST...........................................................................................64 MENTAL HEALTH TECHNICIAN (MHT)............................................................................66 NETWORK OR COMPUTER SYSTEMS ADMINISTRATOR .............................................67 NUCLEAR MEDICINE TECHNOLOGIST.............................................................................69 NURSE ANESTHETIST...........................................................................................................71 NURSE MIDWIFE....................................................................................................................72 NURSE PRACTITIONER.........................................................................................................74 OCCUPATIONAL THERAPIST (OT).....................................................................................78 PHARMACIST..........................................................................................................................80 PHARMACY TECHNICIAN....................................................................................................82 PHLEBOTOMIST .....................................................................................................................84 PHYSICAL THERAPIST (PT) .................................................................................................86 PHYSICAL THERAPY/OCCUPATIONAL THERAPY AIDE (PT/OT AIDE) .....................88 PHYSICAL THERAPY ASSISTANT (PTA)...........................................................................89 PHYSICIAN ..............................................................................................................................91 PHYSICIAN ASSISTANT (PA)...............................................................................................94 POLYSOMNOGRAPHIC TECHNOLOGIST..........................................................................96 1 PSYCHOLOGIST......................................................................................................................97 RADIATION ONCOLOGY TECHNOLOGIST (RTT) ...........................................................98 RADIOLOGICAL TECHNOLOGIST....................................................................................100 REGISTERED NURSE (RN)..................................................................................................104 RESPIRATORY THERAPIST (RT).......................................................................................111 SOCIAL WORKER.................................................................................................................114 ULTRASOUND TECHNOLOGIST (DIAGNOSTIC MEDICAL SONOGRAPHER) .........116 UNIT CLERK/SECRETARY..................................................................................................118 2 ACKNOWLEDGMENT The information in the guidebook was originally collected and developed by the Indiana Hospital & Health Association (IHHA) and a committee of healthcare professionals. All information was revised and updated in 1997, 2000, and again in 2003 by Bloomington Hospital, and now, in 2010. The Health Care Career Guidebook is a compilation of various resources. Sources include: • Professional and Health Oriented Agencies and Organizations (listed under careers throughout the guidebook) o http://www.healthcarejobs.org o http://www.explorehealthcareers.org • American Medical Association/Health Professions Career and Education Directory o http://www.ama-assn.org/go/alliedhealth • Indiana Hospital & Health Association • U.S. Department of Labor, Bureau of Labor Statistics o http://stats.bls.gov/ o http://stats.bls.gov/oco/home.htm • Occupational Outlook Handbook • National Center for Health Statistics o http://www.cdc.gov/nchs • U.S. Department of Labor Employment and Training Administration • Bloomington Hospital’s Health Careers Guidebook (1994, 1997, 2000, 2003 editions) • Cardinal Health System Healthcare Career Guidebook • Nursing 2000 of Central Indiana A special thanks should be given to the Bloomington Hospital public relations, human resources, marketing, and duplicating staffs for their extensive work in the revision and production of the 1994 Healthcare Opportunities Guidebook, which served as a foundation for the Hendricks Regional Health 2003, 2004-2005, and 2006-2007 Guidebook. The Occupational Outlook Handbook, produced by the U.S. Department of Labor, Bureau of Labor Statistics, was used in the compilation of the information in this book and it is an excellent resource for career information and highly recommend to anyone who wishes to learn more about specific careers – health related or not. Please note that the list of educational programs for each career may not be exhaustive because of additions or closing of academic programs. Students should consult the academic facility for specific information about its programs if considering enrollment. 3 INTRODUCTION Health care is one of the fastest growing industries in the nation. Health care provided 14.3 million wage and salary workers in 2010. Of those 14.3 million, about 40 percent of these workers were in hospitals; another 21 percent were in nursing and residential care facilities; and 16 percent were in offices of physicians. Ten of the twenty fastest growing occupations are health care related. Health care will generate 3.2 million new wage and salary jobs between 2008 and 2018, more than any other industry, largely in response to rapid growth in the elderly population. Wage and salary employment in the health care industry is projected to increase 22 percent through 2018, compared with 11 percent for all industries combined. The impact of scientific progress, improvements in technology, an aging population, and variations throughout health careers are all factors that have had a great effect on different types of health care providers, who are required to render preventive, restorative, and rehabilitative services. Hendricks Regional Health created the Health Care Career Guidebook to assist people interested in a health career and those who want more information on continuing a career. School counselors, students of all ages, and parents should find this directory useful in their search for appropriate and meaningful
Load more

Recommended publications
  • Human Resources for Health (HRH) Indicator Compendium Ii INTRODUCTION
    Human Resources for Health (HRH) Indicator Compendium June 2011 Sara Pacqué-Margolis, Crystal Ng, and Sylvia Kauffman, IntraHealth International COMPENDIUM QUICK LINKS Introduction Global Leadership Partnerships Leadership Health Workforce Policy, Planning, and Management Policy Human Resources Management/Planning Human Resources Information Systems Health Workforce Development Preservice Education Strengthening In-Service Systems Continuing Professional Development Improved Health Workforce Performance Support Retention Productivity Appendix A: Reference Documents Appendix B: Measurement Tools For questions or comments, please contact Sara Pacqué-Margolis or Crystal Ng. Human Resources for Health (HRH) Indicator Compendium ii INTRODUCTION Methodology This compendium provides a list of published indicators on human resources for health (HRH) organized according to the results framework of the CapacityPlus project. The objective of this compendium is to provide a tool for HRH systems strengthening practitioners interested in monitoring HRH projects and programs. In order to provide a valuable set of measurement tools, indicators from multiple sources were evaluated based on the widely-referenced criteria for data quality: accuracy, reliability, completeness, precision, timeliness, and integrity1. Each indicator relates to a specific desired output or outcome, can be quantified, is associated with an overall program result of the CapacityPlus project, can be realistically achieved with appropriate resources and support, and can be measured over a designated period of time. While far more extensive lists of indicators are available, many of these indicators in some of these lists do not meet these criteria and consequently compromise their usefulness for monitoring HRH results. The Pan American Health Organization (PAHO)’s ―Handbook for measurement and monitoring: Indicators of the regional goals for human resources for health.
    [Show full text]
  • Human Resources for Health: Developing Policy Options for Change
    WHO/EIP/OSD Human resources for health: developing policy options for change Discussion paper Draft World Health Organization Geneva November 2002 Human resources for health: developing policy options for change © World Health Organization 2002 All rights reserved. Publications of the World Health Organization can be obtained from Marketing and Dissemination, World Health Organization, 20 Avenue Appia, 1211 Geneva 27, Switzerland (tel: +41 22 791 2476; fax: +41 22 791 4857; email: [email protected]). Requests for permission to reproduce or translate WHO publications—whether for sale or for noncommercial distribution—should be addressed to Publications, at the above address (fax: +41 22 791 4806; email: [email protected]). The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the World Health Organization concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. Dotted lines on maps represent approximate border lines for which there may not yet be full agreement. The mention of specific companies or of certain manufacturers' products does not imply that they are endorsed or recommended by the World Health Organization in preference to others of a similar nature that are not mentioned. Errors and omissions excepted, the names of proprietary products are distinguished by initial capital letters. The World Health Organization does not warrant that the information contained in this publication is complete and correct and shall not be liable for any damages incurred as a result of its use.
    [Show full text]
  • Human Resources for Mental Health Care
    Human resources for mental health care: current PRIME Policy Brief 3 May 2013 situation and strategies for action Ritsuko Kakuma, Harry Minas, Nadja van Ginneken, Mario R Dal Poz, Keshav Desiraju, Jodi E Morris, Shekhar Saxena, Richard M Scheffler SUMMARY The overwhelming shortage of human resources for management and delivery of essential mental health care, particularly in low- and middle-income countries (LMICs), is well recognized. The current status, the human resource needs, cost to eliminate the shortage, and evidence on effective service delivery models are less understood. v A review of the current state of human resources for mental health, needs, and strategies for action, was conducted. v Mental health care can be delivered effectively in primary care and community settings. Non- specialist health professionals such as family physicians, nurses, social workers and occupational therapists with appropriate training and adequate supervision have been shown to be able to Mental health specialists continue to play essential detect, diagnose, treat and monitor individuals with mental disorders and reduce caregiver roles in service delivery and training of non-specialist burden. Lay health workers, affected individuals and caregivers with psycho-education and brief workers. training have also demonstrated their ability to detect and intervene earlier, improved treatment compliance, better understand the illness and cope better. The specific composition of the mental health human v Human resources for mental health (HRMH) in LMICs face serious shortages that are likely to resources will vary across settings according to varying worsen unless Ministries invest substantially and implement effective HRMH strategies. population needs, mental health system structures and available resources.
    [Show full text]
  • The Gap in Human Resources to Deliver the Guaranteed Package of Prevention and Health Promotion Services at Urban and Rural Primary Care Facilities in Mexico
    Touro Scholar Faculty Publications & Research of the TUC College of Osteopathic Medicine College of Osteopathic Medicine 2017 The Gap in Human Resources to Deliver the Guaranteed Package of Prevention and Health Promotion Services at Urban and Rural Primary Care Facilities in Mexico Jacqueline Elizabeth Alcalde-Rabanal Gustavo Nigenda Till Bärnighausen Hector Eduardo Velasco-Mondragon Touro University California, [email protected] Follow this and additional works at: https://touroscholar.touro.edu/tuccom_pubs Part of the International Public Health Commons Recommended Citation References Alcalde-Rabanal, J. E., Nigenda, G., Barnighausen, T., Velasco-Mondragon, H. E., & Darney, B. G. (2017). The gap in human resources to deliver the guaranteed package of prevention and health promotion services at urban and rural primary care facilities in mexico. Human Resources for Health, 15 [Article 49]. Alcalde-Rabanal et al. Human Resources for Health (2017) 15:49 DOI 10.1186/s12960-017-0220-5 RESEARCH Open Access The gap in human resources to deliver the guaranteed package of prevention and health promotion services at urban and rural primary care facilities in Mexico Jacqueline Elizabeth Alcalde-Rabanal1, Gustavo Nigenda2*, Till Bärnighausen3,6, Héctor Eduardo Velasco-Mondragón4 and Blair Grant Darney1,5 Abstract Background: The purpose of this study was to estimate the gap between the available and the ideal supply of human resources (physicians, nurses, and health promoters) to deliver the guaranteed package of prevention and health promotion services at urban and rural primary care facilities in Mexico. Methods: We conducted a cross-sectional observational study using a convenience sample. We selected 20 primary health facilities in urban and rural areas in 10 states of Mexico.
    [Show full text]
  • HRH Assessment Final Report
    Human Resources for Health Workforce Analytics for Design and Planning Report ACKNOWLEDGEMENTS This report is made possible through the support of the Bill and Melinda Gates Foundation. The work was conducted by a consortium led by Vital Wave Inc. (with Anna Schurmann, Leah Gatt, Brendan Smith, and Meghan Arakelian), in partnership with IntraHealth International (with Dr. Pamela McQuide, Alex Collins, and Dr. Andrew Brown), and Cooper/Smith (with Sara Walker Hyde). In-country research was conducted by Apera Iorwakwagh (Nigeria), Devan Manharlal (with Jhpiego in Mozambique), Donna Miranda (The Philippines), Dr. Leonardo Chavane (Mozambique), Fitsum Girma (Ethiopia), Guillaume Foutry (Burkina Faso), Jamiru Mpiima (Uganda), Joyce Kabiru (Kenya), Mahbubur Rashid (Bangladesh), Mamadou M`bo (Mali), Maria Castillo (Dominican Republic), Maria Renée Estrada (Guatemala), Maritza Titus (Namibia), Mark Anthony (South Sudan), Oswald Jumira (South Africa), Pierre Kasongo, (Democratic Republic of Congo), Robert Zoma (Burkina Faso), Stephanie Lapiere (Senegal), Sunday Morabu (Tanzania), Vincent Oketcho (Uganda) Special thanks are extended to the many contributors to this work, especially to Amani Siyam and Dr Khassoum Diallo from the Health Workforce Department at the WHO and to Dr. Anurag Mairal, Diana Frymus, Dykki Settle, Edson C. Araujo, Jim Shoobridge, Dr. Judith Shamian, Katja Schemionek, Olga Bornemisza, and Vikas Gothalwal who all shared their experience and insights throughout the assessment as part of an advisory committee. Thanks also go out to all the interviewees and governments that offered their time and shared their expertise and experiences, without which this assessment would not have been possible. A full list of contributors is available in Appendix A. Vital Wave, IntraHealth International, Cooper/Smith, 2021.
    [Show full text]
  • National Human Resources for Health Strategy for Jordan 2018-2022
    High Health Council National Human Resources for Health Strategy for Jordan (2018-2022) His Royal Majesty King Abdullah II Ibn Al Hussein NATIONAL HUMAN RESOURCES FOR HEALTH (HRH) STRATEGY FOR JORDAN | 1 NATIONAL HUMAN RESOURCES FOR HEALTH (HRH) STRATEGY FOR JORDAN | 2 His Royal Highness Crown Prince Al Hussein Bin Abdullah II NATIONAL HUMAN RESOURCES FOR HEALTH (HRH) STRATEGY FOR JORDAN | 3 NATIONAL HUMAN RESOURCES FOR HEALTH (HRH) STRATEGY FOR JORDAN | 4 Contents Forward ............................................................................................................................................................................................. 6 Forward ............................................................................................................................................................................................. 7 Acronyms .......................................................................................................................................................................................... 8 Definitions ......................................................................................................................................................................................... 9 Preamble .......................................................................................................................................................................................... 13 Jordan Context .............................................................................................................................................................................
    [Show full text]
  • Esip-Saúde: Mozambique's Novel Approach for a Sustainable Human
    Waters et al. Human Resources for Health (2016) 14:66 DOI 10.1186/s12960-016-0159-y CASE STUDY Open Access eSIP-Saúde: Mozambique’s novel approach for a sustainable human resources for health information system Keith P. Waters1*, Moises Ernesto Mazivila2, Martinho Dgedge2, Edgar Necochea3, Devan Manharlal4, Alexandra Zuber1, Beatriz de Faria Leão4, Debora Bossemeyer4 and Alfredo E. Vergara5 Abstract Introduction: Over the past decade, governments and international partners have responded to calls for health workforce data with ambitious investments in human resources information systems (HRIS). However, documentation of country experiences in the use of HRIS to improve strategic planning and management has been lacking. The purpose of this case presentation is to document for the first time Mozambique’s novel approach to HRIS, sharing key success factors and contributing to the scant global knowledge base on HRIS. Case presentation: Core components of the system are a Government of Mozambique (GOM) registry covering all workers in the GOM payroll and a “health extension” which adds health-sector-specific data to the GOM registry. Separate databases for pre-service and in-service training are integrated through a business intelligence tool. The first aim of the HRIS was to identify the following: who and where are Mozambique’s health workers? As of July 2015, 95 % of countrywide health workforce deployment information was populated in the HRIS, allowing the identification of health professionals’ physical working location and their pay point. HRIS data are also used to quantify chronic issues affecting the Ministry of Health (MOH) health workforce. Examples include the following: HRIS information was used to examine the deployment of nurses trained in antiretroviral therapy (ART) vis-à-vis the health facilities where ART is being provided.
    [Show full text]
  • REGIONAL ACTORS ADDRESSING HUMAN RESOURCES for HEALTH in AFRICA: Comparative Advantages, Challenges, and Opportunities
    MAY 2016 AFRICAN STRATEGIES FOR HEALTH Photo by Todd Shapera Todd Photo by REGIONAL ACTORS ADDRESSING HUMAN RESOURCES FOR HEALTH IN AFRICA: Comparative Advantages, Challenges, and Opportunities frica has seen a growing trend toward regionalism over access to quality health care. The African region is plagued by a Athe past 10-15 years, particularly in its health sector, as shortage of health workers, gaps in service coverage, high rates emerging health issues demand cross-border coordination and of attrition, and migration of skilled personnel to more favorable partnerships. Critical to an effective response to health issues is a work environments. Of the 46 countries in the region, 36 have strong health workforce. Human resources for health (HRH) is a critical shortages of HRH, eight with only about 0.8 physicians, priority on regional and global health and development agendas nurses, and midwives per 1,000 population while the minimum and seen as a necessary component of ensuring universal acceptable density threshold is 2.3 per 1,000 population. When all categories of health workers are included, the shortfall is estimated at 1.4 million.1 Without properly trained and motivated The United States Agency for International staff at all levels, it is impossible to implement health policies and programs and achieve national, regional, and global targets for Development’s (USAID) Africa Bureau and their improved population health. Most recently, the Ebola epidemic project, African Strategies for Health (ASH), conducted in West and Central Africa demonstrated how weak health a landscape analysis of regional African health sector systems with insufficient health workers are unable to respond to bodies.
    [Show full text]
  • Nursing Resources
    2001 future development of information to support the management of nursing resources: recommendations Canadian Institute for Health Information 2001 Future Development of Information to Support the Management of Nursing Resources: Recommendations Contents of this publication may be reproduced in whole or in part provided the intended use is for non-commercial purposes and full acknowledgement is given to the Canadian Institute for Health Information. Canadian Institute for Health Information 377 Dalhousie Street Suite 200 Ottawa, Ontario K1N 9N8 Telephone: (613) 241-7860 Fax: (613) 241-8120 http://www.cihi.ca ISBN 1-894766-19-9 (PDF) 2001 Canadian Institute for Health Information TM Registered Trade-mark of the Canadian Institute for Health Information Cette publication est disponible en français sous le titre : « Développement futur de l'information pour appuyer la gestion des ressources en soins infirmiers : Recommandations » ISBN 1-894766-20-2 (PDF) Contents Acknowledgements Introduction...............................................................................................................................1 Purpose of Report.........................................................................................................................................2 Approach Taken............................................................................................................................................3 Information Required to Support the Management of Nursing Resources.............................4 Framework for the
    [Show full text]
  • Allied Health Growth: What We Do Not Measure We Cannot Manage Daniela Solomon1, Nicholas Graves1* and Judith Catherwood2
    Solomon et al. Human Resources for Health (2015) 13:32 DOI 10.1186/s12960-015-0027-1 COMMENTARY Open Access Allied health growth: what we do not measure we cannot manage Daniela Solomon1, Nicholas Graves1* and Judith Catherwood2 Abstract Background: Data describing the Australian allied health workforce is inadequate and so insufficient for workforce planning. National health policy reform requires that health-care models take into account future workforce requirements, the distribution and work contexts of existing practitioners, training needs, workforce roles and scope of practice. Good information on this workforce is essential for managing services as demands increase, accountability of practitioners, measurement of outcomes and benchmarking against other jurisdictions. A comprehensive data set is essential to underpin policy and planning to meet future health workforce needs. Discussion: Some data on allied health professions is managed by the Australian Health Practitioner Regulation Agency; however, there is limited information regarding several core allied health professions. A global registration and accreditation scheme recognizing all allied health professions might provide safeguards and credibility for professionals and their clients. Summary: Arguments are presented about inconsistencies and voids in the available information about allied health services. Remedying these information deficits is essential to underpin policy and planning for future health workforce needs. We make the case for a comprehensive national data set based on a broad and inclusive sampling process across the allied health population. Keywords: Allied health, Registration, Service provision Background provider accountability and hence patient safety [3]. In The National Registration and Accreditation Scheme February 2011, the Australian Health Ministers Advisory (NRAS) for Health Professionals was introduced in Council (AHMAC) released a consultation paper recom- 2010.
    [Show full text]
  • Systemic Management of Human Resources for Health an Introduction for Health Managers
    Systemic Management of Human Resources for Health An Introduction for Health Managers Authors Edgar Necochea Manjushree Badlani Débora Bossemeyer Outputs and Outcomes Management Human and Resources Support Administration Production Deployment Regulation and Planning and Policies Quality Assurance Strategic Decision-Making Systemic Management of Human Resources for Health An Introduction for Health Managers Authors Edgar Necochea Manjushree Badlani Débora Bossemeyer Jhpiego is an international, non-profit health organization affiliated with The Johns Hopkins University. For 40 years, Jhpiego has empowered frontline health workers by designing and implementing effective, low-cost, hands-on solutions to strengthen the delivery of health care services for women and their families. By putting evidence-based health innovations into everyday practice, Jhpiego works to break down barriers to high-quality health care for the world’s most vulnerable populations. Published by: Jhpiego Corporation Brown’s Wharf 1615 Thames Street Baltimore, Maryland 21231-3492, USA www.jhpiego.org © Jhpiego Corporation, 2013. All rights reserved. Authors: Edgar Necochea Manjushree Badlani Débora Bossemeyer TABLE OF CONTENTS ABBREVIATIONS AND ACRONYMS ..................................................................................... iv ACKNOWLEDGMENTS ........................................................................................................... v INTRODUCTION ...................................................................................................................
    [Show full text]
  • Health Labor Market Analyses in Low- and Middle-Income Countries Scheffler, Herbst, Lemiere, and Campbell
    Health Labor Market Analyses in Low- and Middle-IncomeHealth Labor Market in Low- Analyses Countries DIRECTIONS IN DEVELOPMENT Human Development Scheffler, Herbst, Lemiere, and Campbell Herbst, Lemiere, Scheffler, Health Labor Market Analyses in Low- and Middle-Income Countries An Evidence-Based Approach Richard M. Scheffler, Christopher H. Herbst, Christophe Lemiere, and Jim Campbell, Editors Health Labor Market Analyses in Low- and Middle-Income Countries DIRECTIONS IN DEVELOPMENT Human Development Health Labor Market Analyses in Low- and Middle-Income Countries An Evidence-Based Approach Richard M. Scheffler, Christopher H. Herbst, Christophe Lemiere, and Jim Campbell, Editors © 2016 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW, Washington, DC 20433 Telephone: 202-473-1000; Internet: www.worldbank.org Some rights reserved 1 2 3 4 19 18 17 16 This work is a product of the staff of The World Bank with external contributions. The findings, interpreta- tions, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Nothing herein shall constitute or be considered to be a limitation upon or waiver of the privileges and immunities of The World Bank, all of which are specifically reserved.
    [Show full text]