Hospital Medicine Growing Around the Globe Similar Needs, Local Adaptations
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(Not) Visiting Isolation Hospitals in Mid-Victorian Britain
7 Infection and Citizenship: (Not) Visiting Isolation Hospitals in Mid-Victorian Britain Graham Mooney Local authority provision for the sequestration of infectious people mushroomed in Great Britain from the mid-1860s. By the First World War, more than 750 isolation hospitals contained almost 32,000 beds for infectious patients, most of whom were children. Trips to an isolation hospital were problematic because visitors might contract infection there and spread it to the wider community. Various strategies sought to minimise this risk or eliminate it altogether. This chapter argues that the management of isolation hospital visitors was typical of Victorian public health’s tendency to regulate people’s behaviour. By granting rights to, and conferring responsibilities on, the relatives of patients, visiting practices enshrined notions of citizenship that sought to govern ‘through’ the family. The isolation of people with infectious disease has attracted an increasing amount of attention from historians. The fundamental rationales for the institutional exclusion of the infected – namely the protection of the wider population, the prevention or stamping out of an epidemic outbreak – are practically self-evident. Yet scrutiny in a variety of metropolitan and colonial contexts also reveals a set of practices that, over the course of the nineteenth century, seemingly were ever more laden with undertones of coercion, moral and physical rehabilitation and normalisation. The removal of biologically dangerous individuals from their community surroundings -
CAREER GUIDE for RESIDENTS
Winter 2017 CAREER GUIDE for RESIDENTS Featuring: • Finding a job that fits • Fixing the system to fight burnout • Understanding nocturnists • A shift in hospital-physician affiliations • Taking communication skills seriously • Millennials, the same doctors in a changed environment • Negotiating an Employment Contract Create your legacy Hospitalists Legacy Health Portland, Oregon At Legacy Health, our legacy is doing what’s best for our patients, our people, our community and our world. Our fundamental responsibility is to improve the health of everyone and everything we touch–to create a legacy that truly lives on. Ours is a legacy of health and community. Of respect and responsibility. Of quality and innovation. It’s the legacy we create every day at Legacy Health. And, if you join our team, it’s yours. Located in the beautiful Pacific Northwest, Legacy is currently seeking experienced Hospitalists to join our dynamic and well established yet expanding Hospitalist Program. Enjoy unique staffing and flexible scheduling with easy access to a wide variety of specialists. You’ll have the opportunity to participate in inpatient care and teaching of medical residents and interns. Successful candidates will have the following education and experience: • Graduate of four-year U.S. Medical School or equivalent • Residency completed in IM or FP • Board Certified in IM or FP • Clinical experience in IM or FP • Board eligible or board certified in IM or FP The spectacular Columbia River Gorge and majestic Cascade Mountains surround Portland. The beautiful ocean beaches of the northwest and fantastic skiing at Mt. Hood are within a 90-minute drive. The temperate four-season climate, spectacular views and abundance of cultural and outdoor activities, along with five-star restaurants, sporting attractions, and outstanding schools, make Portland an ideal place to live. -
The Provision of American Medical Services at Or Via Southampton During WWII
The Provision of D-Day: American Medical Stories Services at or via from Southampton the Walls during WWII During the Maritime Archaeology Trust’s National Lottery Heritage Funded D-Day Stories from the Walls project, volunteers undertook online research into topics and themes linked to D-Day, Southampton, ships and people during the Second World War. Their findings were used to support project outreach and dissemination. This Research Article was undertaken by one of our volunteers and represents many hours of hard and diligent work. We would like to take this opportunity to thank all our amazing volunteers. Every effort has been made to trace the copyright hold-ers and obtain permission to reproduce this material. Please do get in touch with any enquiries or any information relating to any images or the rights holder. The Provision of American Medical Services at or via Southampton during WWII Contents Introduction ..................................................................................................................................... 2 Planning for D-Day and Subsequently ............................................................................................. 2 Royal Victoria Hospital, Netley near Southampton ......................................................................... 3 Hospital Trains .................................................................................................................................. 5 Medical Services associated with 14th Port ................................................................................... -
B-170847 Use of Ambulance Trains and Assigned Personnel
r-i I 0 L COMPTROLLER GENERAL OF THE UNITED STATES WASHINGTON. D.C. 20548 B- 170 847 Dear Senator Proxmire : This is our report on the use of ambulance trains and assigned personnel. We made the review in response to your request of September 15, 1970. We plan to make no further distribution of the report un- less copies are specifically requested, and then we shall make distribution only after your agreement has been obtained or public announdement has been made by you concerning the contents of the report. Sincerely yours, Comptroller General of the United States The Honorable William Proxmire United States Senate 50TH ANNIVERSARY 1921- 1971 I I I I I I COMPTROLLERGENERAL'S REPORT TO USE OF AMBULANCE TRAINS AND I I THE HONORABLEWILLIAM PROXMIRE ASSIGNEDPERSONNEL I UNITED STATESSENATE Department of the Army B-170847 I I I I I ------DIGEST I I I I WHYTHE REVIEW WASMADE I I I By letter dated September 15, 1970, Senator William Proxmire requested I the General Accounting Office (GAO) to ascertain the correctness of in- I I formation furnished to him concerning an Army hospital train--the 22d I Medical Ambulance Train--while it was stationed at Walson Army Hospital, I Fort Dix, New I Jersey. (See app. I.) The information concerned the I train's movement, the activities of the medical corpsmen and other per- I so-@ assigned to it, and the cost of the train. I --.I.-A-c_a, 4 ..Cli,_, r,_ __l _ _ -~ I I I FINDINGS AND CONCLUSIONS I I I The Office of the Surgeon GeneraJ of the Army said that the train was I I activated to transport patients between Walson Army Hospital and Val- I ley Forge General Hospital, Pennsylvania; to give personnel training I and for contingent mo~f~;"~~ff~.&"ij"n-pur- I in ambulance train operations; I -Some personnel at Fort Dix and in the Office of the Surgeon Gen- I mxpressed doubt that the train was intended to be used to transport I I patients to Valley Forge General Hospital (See pp. -
Consumer Preferences, Hospital Choices, and Demand-Side Incentives
Consumer Preferences, Hospital Choices, and Demand-side Incentives David I Auerbach, PhD Director of Research, Massachusetts Health Policy Commission Co-authors: Amy Lischko, Susan Koch-Weser, Sarah Hijaz (all of Tufts University School of Medicine) Background § The HPC has consistently found that community hospitals generally provide care of similar quality, at a lower cost, compared to Academic Medical Centers (AMCs) and teaching hospitals § Yet Massachusetts residents use AMCs and teaching hospitals for a high proportion of routine care – In 2014, 42% of Medicare inpatient hospital discharges took place at major teaching hospitals compared to 17% nationwide § Massachusetts has promoted demand-side and supply-side strategies to steer care to more cost-effective settings – Demand-side: e.g., tiered and limited network products – Supply-side: e.g., alternative payment models § Still, the percentage of statewide routine care provided at teaching hospitals continues to rise § The HPC sought a deeper understanding of consumer preferences and what incentives might lead them to seek care in lower-cost, high-quality settings 2 Most community hospitals provide care at a lower cost per discharge, without significant differences in quality Hospital costs per case mix adjusted discharge (CMAD), by cohort On average, community hospital costs are nearly $1,500 less per inpatient stay as Source: HPC analysis of CHIA Hosp. Profiles, 2013 compared to AMCs, Costs per CMAD are not correlated with quality (risk-standardized readmission rates) although -
Operation Just Cause, the Joint Military Incursion in the Republic Of
1990 - 1999 Students training on the new TAMMIS system (U.S. ArmyPhoto) peration Just Cause, the joint military incursion in the Republic of Panama, continued, although fighting throughout Othe country had subsided. Fort Sam Houston and San Antonio Joint Medical Command were alerted on 19 December to activate their contingency plans for support and prepare to receive large numbers of casualties. BAMC received 43 casualties during the conflict and, fortunately, all injuries were diagnosed as minor. All of FSH played a major role in ensuring soldiers in combat support readiness roles were prepared to respond in whatever capacity necessary. (“Panama: FSH Responds to Major Crisis,” News Leader, 5 Jan 1990) A new “tool” traveled with the 41st Combat Support Hospital during a week of training at Camp Bullis. The new tool was a computer program that became part of the Theater Army Medical Management Informa- tion System (TAMMIS). TAMMIS enhanced health care combat sup- port hospitals by assisting medical personnel in the management and On June 15, a proposal was authorized to commission all warrant offi- accountability of patients and logistics. It had an automated, on-line cers who served as active duty physicians assistants. Awaiting congres- interactive microcomputer system that assisted units by providing ac- sional approval, the legislative change allowed PAs to join the Army curate and timely medical information in blood management, patient Medical Service Corps and to apply constructive service credits when accounting and reporting, supply maintenance, and optical fabrication. converting to commissioning. The change was made in hopes of mak- ing the Army more competitive, and of recruiting and retaining quality (“Computer Program Provides Army with Pertinent Soldier Information,” News Leader, 9 Feb 1990) physician assistants. -
Georgia Trauma System Regionalization Pilot Project Evaluation
Georgia Trauma System Regionalization Pilot Project Evaluation December 2012 Prepared by Public Health Consultants, LLC for the Report approved by the Georgia Trauma Commission on June 18, 2013 Georgia Trauma System Regionalization Pilot Project Evaluation I. Executive Summary……………………………………………………………….1 II. Overview and Context…………………………………………………………….2 III. Evaluation Methodology………………………………………………………….5 IV. Evaluation Results………………………………………………………………...8 V. References………………………………………………………………………..17 Appendices: A. Interview Results by Region a. Region V……………………………………………………………..19 b. Region VI…………………………………………………………….29 c. Region IX…………………………………………………………….38 d. Statewide Stakeholders………………………………………………45 B. Interviewee Names…………………………………………………………..51 C. Interview Questions………………………………………………………….52 D. Glossary……………………………………………………………………...53 I. Executive Summary In 2007, the Georgia Legislature through Senate Bill 60 established the Georgia Trauma Care Network Commission, also known as the Georgia Trauma Commission (GTC). The GTC has the responsibility to establish, maintain and administer a trauma center network and to coordinate the best use of existing trauma facilities in Georgia. 1 Following a Georgia trauma system review by the American College of Surgeons’ Trauma System Consultation Program in January 2009, the GTC identified the need for both a comprehensive state trauma system plan and for a statewide trauma communications system. In 2009, the GTC developed the "Regional Trauma System Planning Framework" and a plan to test that framework through a pilot project ("Pilot Project for Georgia Trauma System Regionalization, White Paper"). The pilot project tested the framework as a regional trauma plan development guide and was the opportunity for the GTC to operationalize the Statewide Trauma Communications Center. In 2011, the pilot project was funded and was implemented in three of the state's 10 EMS regions (Regions V, VI and IX). -
Employee Handbook Can Be Found Under Quick Links on the Intranet
Revised January 2020 INTRODUCTION Welcome to Daviess Community Hospital As an employee of Daviess Community Hospital, whether employed in in the hospital or its physician practices, you now have a very important role in the success of the hospital. Throughout your employment at Daviess Community Hospital, you will be working with the rest of the staff in a team effort to make the hospital a place where patients choose to come for care, where physicians want to practice and where employees want to work. By accepting your new role with a commitment to Daviess Community Hospital values, you will support the hospital’s mission to provide the best heath care services to our patients. At the same time your dedication to Daviess Community Hospital’s values will allow growth and expansion of our services to meet the health care needs of the community, both today and in the future. You should take pride in being a part of Daviess Community Hospital. We are pleased to welcome you as an employee. You are an important member of the staff, carefully selected to work toward the essential goal of providing excellent medical care and friendly service to our patients, visitors and co- workers. This handbook presents an overview of the benefits and working conditions that are part of your employment. Please read it carefully, as it is important to familiarize yourself with your responsibilities as an employee of Daviess Community Hospital. This handbook supersedes all previous handbooks. The information contained in this handbook is not guaranteed and is subject to change. Should you have any questions as to the interpretation of any policies in this manual or regarding other employment matters, please contact your supervisor or the human resources department. -
CAREER GUIDE for RESIDENTS
CAREER GUIDE for RESIDENTS Featuring: • Peers offer welcome, ongoing support • Resident Response During Pandemic: • When the Dust Settles: Preventing a Mental This Is Our Time Health Crisis in COVID-19 Clinicians • Drive-in visits can fill the cracks of • Lessons learned from telemedicine telemedicine’s reach • Don’t put clinician burnout on the back burner • Nocturnists and residents Winter 2021 | careers.acponline.org AD0003 APage Template_Apage template 2/3/2021 10:57 AM Page 1 : 21 20 E ing eet C ne M edici N Internal M IE 21 20 R 1, V E ay IRT XP -M UAL E l 29 Apri Participate in the ACP Job Placement Center & ! $% & "!" "# " &#! # & virtually# $ For more information, send your name, email, additional contact information and specialty to: [email protected] 2021 Winter Career Guide for Residents Table of Contents Articles Peers offer welcome, ongoing support ..................................................................................2 By Charlotte Huff When the Dust Settles: Preventing a Mental Health Crisis in COVID-19 Clinicians ........5 By Stephanie B. Kiser, MD, MPH and Rachelle E. Bernacki, MD, MS Lessons learned from telemedicine ........................................................................................7 By Mollie Frost Don’t put clinician burnout on the back burner ................................................................. 11 By Disha Patel Resident Response During Pandemic: This Is Our Time ...................................................12 By Jesse E. -
South Dakota Health and Educational Facilities Authority (The “Authority”) Will Issue Its $213,690,000* Revenue Bonds
PRELIMINARY OFFICIAL STATEMENT DATED AUGUST 14, 2017 NEW ISSUE RATINGS: See “RATINGS” herein. BOOK-ENTRY ONLY Subject to compliance by the Authority and the Members of the Obligated Group with certain covenants, in the opinion of Bond Counsel, under present law, interest on the Series 2017 Bonds is excludable from gross income of the owners thereof for federal income tax purposes and is not included as an item of tax preference in computing the alternative minimum tax for individuals and corporations. See “TAX EXEMPTION” herein for a more complete discussion. $213,690,000* SOUTH DAKOTA HEALTH AND EDUCATIONAL FACILITIES AUTHORITY Revenue Bonds, Series 2017 (Regional Health) Dated: Date of Delivery Due: September 1, as shown on the inside front cover Maturities, Principal Amounts, Interest Rates, Yields/Prices and CUSIPs® as Shown on the Inside Front Cover The South Dakota Health and Educational Facilities Authority (the “Authority”) will issue its $213,690,000* Revenue Bonds, Series 2017 (Regional Health) (the “Series 2017 Bonds”) through a book-entry system under a Bond Trust Indenture dated as of September 1, 2017 (the “Bond Indenture”), between the Authority and The First National Bank in Sioux Falls, as bond trustee for the Series 2017 Bonds (the “Bond Trustee”), and loan the proceeds thereof to Regional Health, Inc., a South Dakota nonprofit corporation (the “Corporation”), for the purpose of financing the improvement of certain facilities of the Corporation and other Members of the Obligated Group (as defined herein) located in South Dakota and refunding all or a portion of certain outstanding bonds. See “PLAN OF FINANCE” herein. -
Little Black Book of Hospital Medicine
The Little Black Book of Hospital Medicine Series Editor: Daniel K. Onion Andrew J. Dionne, MD Director, MaineGeneral Hospitalists MaineGeneral Medical Center Augusta and Waterville, Maine 73700_FMxx_i_xxxvi.indd i 7/29/10 11:36 AM World Headquarters Jones & Bartlett Learning Jones & Bartlett Learning Canada Jones & Bartlett Learning 40 Tall Pine Drive 6339 Ormindale Way International Sudbury, MA 01776 Mississauga, Ontario L5V 1J2 Barb House, Barb Mews 978-443-5000 Canada London W6 7PA [email protected] United Kingdom www.jblearning.com Jones & Bartlett Learning books and products are available through most bookstores and online booksellers. To contact Jones & Bartlett Learning directly, call 800-832-0034, fax 978-443-8000, or visit our website, www.jblearning.com. Substantial discounts on bulk quantities of Jones & Bartlett Learning publications are available to corporations, professional associations, and other qualifi ed organizations. For details and specifi c discount information, contact the special sales department at Jones & Bartlett Learning via the above contact information or send an email to [email protected]. Copyright © 2011 by Jones & Bartlett Learning, LLC All rights reserved. No part of the material protected by this copyright may be reproduced or utilized in any form, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the copyright owner. The authors, editor, and publisher have made every effort to provide accurate information. However, they are not responsible for errors, omissions, or for any outcomes related to the use of the contents of this book and take no responsibility for the use of the products and procedures described. -
Pdf (Accessed 2020 June 15)
Research Impact of an internal medicine nocturnist service on care of patients with cancer at a large Canadian teaching hospital: a quality-improvement study Richard Dunbar-Yaffe MDCM MSc, Robert C. Wu MD MSc, Amit Oza MBBS, Victoria Lee-Kim BMSc, Peter Cram MD MBA Abstract Background: Nocturnists (overnight hospitalists) are commonly implemented in US teaching hospitals to adhere to per-resident patient caps and improve care but are rare in Canada, where patient caps and duty hours are comparatively flexible. Our objective was to assess the impact of a newly implemented nocturnist program on perceived quality of care, code status documentation and patient outcomes. Methods: Nocturnists were phased in between June 2018 and December 2019 at Toronto General Hospital, a large academic teaching hospital in Toronto, Ontario. We performed a quality-improvement study comparing rates of code status entry into the elec- tronic health record at admission, in-hospital mortality, the 30-day readmission rate and hospital length of stay for patients with cancer admitted by nocturnists and by residents. Surveys were administered in June 2019 to general internal medicine faculty and residents to assess their perceptions of the impact of the nocturnist program. Results: From July 2018 to June 2019, 30 nocturnists were on duty for 241/364 nights (66.5%), reducing the mean maximum over- night per-resident patient census from 40 (standard deviation [SD] 4) to 25 (SD 5) (p < 0.001). The rate of admission code sta- tus entry was 35.3% among patients admitted by residents (n = 133) and 54.9% among those admitted by nocturnists (n = 339) (p < 0.001).