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FAIRFIELD, Conn.—Sacred Heart University partners with Yale New Haven Health’s Northeast Medical Group (NEMG) to provide health care for students. This arrangement will mean expanded health services available to all SHU students.

Beginning August 15, students will receive their health services at Yale New Haven Health’s state-of-the-art Park Avenue Medical Center, located down the street from campus at 5520 Park Avenue, Trumbull. SHU will provide a shuttle to and from the medical center.

The partnership gives students better access to medical care, as SHU health services will now be part of the larger Yale New Haven health system, and NEMG will provide coordinated health care. All Bridgeport Hospital and Yale New Haven Health resources will be available to students.

Students will also see some familiar faces as most of the SHU Health Services team will move to NEMG. Telehealth options will also be available in the evenings and on weekends.

“We are thrilled about this partnership with Yale New Haven Health and Northeast Medical Group,” said SHU Dean of Students Larry Wielk. “It will provide a wider range of services and more healthcare options for our students.”

“Yale New Haven Health is very pleased to partner with Sacred Heart,” said Anne Diamond, executive vice president of Yale New Haven Health and president of Bridgeport Hospital. “This collaboration will provide world-class care for students, day and night, very close to campus with seamless transitions to next-level care if ever needed.”

NEMG and SHU will continue to work closely with the Orthopedic Specialty Group, which will provide ongoing management of sports medicine for student-athletes.

###

About Sacred Heart University

As the second largest independent Catholic university in New England and one of the fastest growing in the United States, Sacred Heart University is a national leader in shaping higher education for the 21st century. SHU offers nearly 90 undergraduate, graduate, doctoral, and certificate programs at its campus in Fairfield, Connecticut. Sacred Heart also has satellites in Connecticut and Ireland and offers online programs. Over 9,000 students attend the University’s nine colleges and schools: Arts & Sciences; Communication, media and arts; social work; computer science and engineering; Health Professions; the Isabelle Farrington College of Education and Human Development; the Jack Welch College of Business & Technology; Dr. Susan L. Davis, RN, & Richard J. Henley College of Nursing; and St. Vincent College. The Sacred Heart stands out from other Catholic institutions because it was created and run by lay people. The contemporary Catholic university is rooted in the rich Catholic intellectual tradition and the liberal arts, and at the same time cultivates students to be forward-thinking thinkers who embrace change – in their own lives, professions and communities. . The Princeton Review includes SHU in its Top 387 Colleges – 2022 Edition“Best Northeast” and Best Business Schools – 2022 Edition. Sacred Heart is home to award-winning NPR-affiliated radio station WSHU, a Division I athletics program, and an impressive performing arts program that includes a choir, orchestra, dance, and theater. www.sacredheart.edu

View SHU faculty experts here

About Yale New Haven Health

Yale New Haven Health, Connecticut’s largest and most comprehensive health care system, is recognized for its advanced clinical care, quality, service, cost effectiveness, and commitment to improving the health of communities that he serves. YNHHS includes five hospitals – Bridgeport, Greenwich, Lawrence + Memorial, Westerly, and Yale New Haven, several specialty networks, and Northeast Medical Group, a nonprofit medical foundation with several hundred community and hospital physicians. www.ynhhs.org

Hmong nurses from across the country are in St. Paul for a one-of-a-kind event highlighting the importance of culture in healthcare.

The inaugural conference of the Hmong Nurses Association began Friday at the University of St. Thomas.

Organizers told 5 EYEWITNESS NEWS that there is a severe lack of Hmong representation in health care, despite a large Hmong population in Minnesota.

Minnesota is home to a Hmong population of 81,000, making it the largest urban concentration of Hmong in the United States. according to the Wilder Foundation.

“One in three children in St. Paul’s public schools is a Hmong child,” said Maykao Hang, the conference’s keynote speaker and founding dean of Morrison Family College of Health at the University of St. Thomas. “Minnesota’s Hmong population is growing, but there are far fewer Hmong nurses than you might think.”

Minnesota had 118,000 registered nurses in 2021, according to data from the Minnesota Board of Nursing. Hang said only 125 of those nurses were Hmong.

“The way we think about some of these underrepresented populations in nursing: Anything we can do to advance nursing education and the field is a very good thing,” Hang said.

She said having first-hand knowledge of patients’ cultures can improve their hospital stay and health outcomes.

Deu Yang, a nurse from St. Paul who attended the conference, said she works with many elderly Hmong patients on home visits.

“I am the bridge between,” Yang said. “I interpret correctly in Hmong and in the Hmong way, then the elder understands.”

She said she was able to honor the wishes of dying patients, in keeping with their tradition.

“I say, ‘Now you’re going to die. What do you like the most?’ And a lot of them say, ‘Please put on my costume, the Hmong costume. Don’t let me die in a hospital gown,” Yang said. “Every day I go home happy, knowing that I made a big difference with this person.”

In addition to hosting this new conference, the University of St. Thomas is opening of a new nursing school in autumn. The university says the school will focus on health equity and diversity, including recruiting immigrants and refugees for health careers.

A St. Thomas spokesperson said 50 students were enrolled in the program and about a third of them were students of color. Four students in the inaugural class are Hmong.

Hang hopes to see Minnesota’s many cultures reflected in its nursing students and eventually in the state’s hospital systems.

The nurses told 5 EYEWITNESS NEWS that this conference also helped them learn to bridge the gap with their colleagues.

“I am always very alone in my job. I have to explain to my supervisor, to the people I work with, “Here is my culture,” Yang said. “Today I felt good.”

Hang added, “We need all kinds of people from all walks of life to take care of us. The Hmong community is here to stay, and it’s a big population. Everyone should recruit and attract new populations among us. »

The two-day conference in St. Thomas is expected to attract more than 200 nurses.

Old Man Healthcare Market Overview 2022

Latest Update: This has resulted in several changes. This report also covers the impact of the current COVID-19 situation.

The report offers detailed coverage of the Old Man Healthcare industry and key market trends. The market study includes historical and forecast market data, demand, application details, price trends and company shares of major Old Man Healthcare by geography. The report splits the market size, by volume and value, on the basis of application type and geography.

Major Key Vendors of Old Man Healthcare Market are:- Benesse Style Care Co., Ltd, Econ Healthcare Group, Epoch Elder Care, St Lukes ElderCare Ltd, Latin America Home Healthcare, Samvedna Senior Care, Golden Years Hospital, Orange Valley Healthcare, NTUC Health Co-Operative Ltd, Carewell- Service Co., Ltd, Cascade Healthcare, Millennia Personal Care Services, Rosewood Care Group Inc., Pacific Healthcare Nursing Home

Get a Sample PDF Copy of this Elderly Healthcare Market Report @ https://www.reportsinsights.com/sample/651458

This research report categorizes the global Old Man Health Care market by top players/brands, region, type and end user. This report also studies the global Old Man Health Care market status, competition landscape, market share, growth rate, future trends, market drivers, opportunities and challenges, sales channels. and distributors.

The main types of products covered are:
Home Care
Community care
Institutional care

The application coverage in the market is:
Complete self-care ability
Self-care ability
Unable to take care of self

Scope of Old Man Healthcare Market:

Performance by region of the senior healthcare industry

This report studies the world Old Man Healthcare Market status and forecast, categorizes the global Cable Conduit market size (value & volume) by key players, type, application, and region. This report focuses on top players in North America, Europe, China, Japan, Southeast Asia, India and other regions (Middle East & Africa, Central & South America) .

To get this report at a cost effective rate. : https://www.reportsinsights.com/discount/651458

The research objectives of this report are:

• Focuses on the key global Elderly Healthcare Companies, to define, describe and analyze the sales volume, value, market share, market competition landscape and recent developments.
• To project the sales value and volume of Old Man Health Care submarkets, with respect to key regions.
• Analyze competitive developments such as expansions, agreements, new product launches and acquisitions in the market.
• To study and analyze the global Elderly Healthcare Market size (value & volume) by company, key regions, products and end-user, breakdown data for the last five years, and forecast to 2028.
• To understand the structure of Old Man Healthcare market by identifying its various subsegments.
• Share detailed information about key factors influencing market growth (growth potential, opportunities, Driversindustry-specific challenges and risks).

Scope of the Report:-

The scope of the report combines detailed research of Global health care for the elderly Market 2022 with the apprehension given to the advancement of the industry in certain regions.

The Top Companies Report is designed to help our buyers with insight into the most influential players in the industry. Also, information about different business performance, profit, gross margin, strategic initiative and more are present through various resources such as tables, graphs and information chart.

Access full report description, table of contents, table of figure, graph, etc. @ https://www.reportsinsights.com/industry-forecast/old-man-health-care-market-analysis-by-regions-651458

About Us:

Reports Insights is the research industry leader providing contextual, data-centric research services to its customers around the world. The firm helps clients develop business policies and achieve sustainable growth in their respective market domain. The industry provides consulting services, syndicated research reports and to research reports.

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WARREN — Cindy Russo’s entry into health care and career trajectory in the field were marked by times when she listened to good advice from good people and formed meaningful relationships that opened doors to new ones. opportunities.

From a 17-year-old in high school taking advice from her guidance counselor, to being pushed by a supervisor into a nursing management role, to a friendly conversation that later led to a job offer with Steward Health Care here in the Mahoning Valley are points in its history that Russo highlights as trainers.

“You just think about all the connections you make and why to me it’s so important to develop those relationships and have good networks…I’ve just had really good mentors and making those connections has helped me. helped in my career trajectory, as well as finding new places and new opportunities,” Russo said. “It’s always something I tell myself, I want to be able to do this for other people too.”

The final opportunity to be presented to Russo was the role of president of Trumbull Regional Medical Center, a position she assumed on July 1.

Russo, 63, from Vienna, recently sat down with this diary as she increasingly acclimatizes to having the office nook.

She joined Steward Health Care in 2021 as Chief Operating Officer for the Ohio and Pennsylvania Region with over two decades of hospital and healthcare leadership experience.

In this role, Russo was responsible for departments such as laboratory, radiology, pharmacy, select outpatient departments, Trumbull Regional and Sharon Regional Medical Center facilities, and offsite subsidiaries.

His appointment to this position dates back to a period of transition in his career. She was working with a job search representative who put her in touch with Robert Rogalski, now Steward’s regional president for Ohio and Pennsylvania. He had worked with the job search company.

“We had a conversation, it was great… we had a conversation (because at that time the position was not something that was available. We were just talking about each other’s experiences and so on and we found out his neighbor was the president of Central Maine Healthcare while I was there as COO (chief operating officer),” Russo said.

The moment apparently left a mark on Rogalski. When the COO position for the Ohio/Pennsylvania region opened up, he called Russo and offered her the job, she said.

Prior to joining Steward Health Care, Russo held several leadership positions at Lewiston, Maine-based Central Maine Healthcare, including interim president and chief operating officer. Additionally, she previously served as President and Executive Director of Baystate Franklin Medical Center in Greenfield, Mass.

She spent most of her career at Hartford Healthcare in Meriden, Connecticut, before becoming Vice President of Patient Care Services/Chief Nursing Officer and Senior Vice President of Operations at MidState Medical Center.

Her entry into the field of health, specifically nursing, is the result of a meeting with her guidance counselor from high school and following the advice of this person.

“A lot of people will say that since they were little they wanted to be a nurse. That wasn’t me. met the guidance counselor who was also a good friend of the family, and I walked in and said… “I want to start looking for schools and I want to be in special education,” and she said, “No, you don’t.

Russo asked the obvious questions – what and why?

One answer, because that market would be saturated, “but more importantly, because I know you and I know the type of person you are and I think you should go into nursing,” Russo said, recounting what the counselor had said at the time.

That sealed the deal and Russo went into healthcare.

“To me again, that’s eye-opening. In my career, what I’ve learned is good advice from good people, and making those connections with good people and getting good advice has never let me down. leads to error,” Russo said.

This was another great piece of advice that applied to health care management.

“It never crossed my mind to go into management, to go into leadership. I always thought I would be at the bedside looking after patients and I said, what, that’s why I went to school, that’s why I’ll always be good,” she said. “(But) a supervisor tapped me on the shoulder and told me that I had a position to fill and that I would like you to speak about it.”

Russo took a chance and went in that direction. She learned to love the work, but had to overcome the feeling at first that she was betraying her profession.

“Like I was abandoning my patients in a way, so for a while I kind of swayed back and forth. I did a bit of nursing management as well as bedside nursing, but then on further reflection I said that if that is indeed where my skills and opportunities lead me, I have the opportunity to then influence the care of these patients and that’s when I was like, ‘OK, you can walk away now’, because I felt that at that moment , I wasn’t abandoning my patients, but I had the opportunity to influence their care in a different way,” Russo said. .

At Trumbull Regional, Russo was already familiar with hospital operations and the new position of president, but there is still a learning curve.

“I’ve served as president/CEO of several hospitals, a few home care agencies, but this market is different, this community is different and that’s where I think my learning curve is – for learn about the community, our physician base more than I’ve ever known before,” Russo said. “I think it’s important, I think it’s really important for the hospital to play a very important role in the community, and as a leader within that organization, it’s really important to have a connection to the community.”

rselak@tribtoday.com

THE Covid-19 crisis has disrupted many sectors, particularly the medical field, where the training of doctors, nurses, dentists and other health professionals has experienced unprecedented blockages.

Pandemic or not, it is still essential to train qualified and equipped health professionals to do more than just react. Thus, the University of the Philippines-College of Medicine (UPCM), UP-College of Nursing (UPCN) and UP-College of Dentistry (UPCD) have proposed collective efforts on how future clinical professionals can be trained. without compromising the need for knowledge and skills by using a synergistic roadmap for medical, nursing and dental education; traineeship; and same residence; using best practices and innovative teaching strategies.

All of this is made possible while adhering to guidelines set forth by the Commission on Higher Education (CHED) and the Department of Health (DOH) in a joint circular.

For Dr. Charlotte Chiong, Dean of UPCM, it was truly a disturbing experience from the early days of the pandemic, when many of their colleagues succumbed to the disease.

“It pushed us to work really hard and think of innovative ways [to produce medical graduates] our country really needs,” said Dr Chiong during the recent “Stop Covid Deaths” webinar: “Reading MedisinaMedical care, at Dentistry her New Normal” hosted by UP, in partnership with UP-Manila NIH National Telehealth Center and in cooperation with UP-Philippine General Hospital.

She said UPCM has made several adjustments during the pandemic, particularly on the academic calendar, where UP system semesters have been shortened to 14 weeks from the original 16, all off-campus elective rotations have been canceled with electives moved to mid-year, and course durations have also been reduced.

“The learning outcomes have been reviewed and adjusted to the essentials: ‘must know, must do’, especially in the clinical years,” explained Dr. Chiong. She added that the teaching and learning methodologies were transformed to be delivered to UPCM’s Learning Management Systems (LMS): the Canvas and the UP Manila Virtual Learning Environment. .

Other changes, she said, involved the increased use of asynchronous learning and increased use of meeting platforms such as Zoom, MS Teams and Google Meet: “We even offered honors students registration free to Harvard Medical School’s online courses in biochemistry and pharmacology. We have done this for 450 students over the past two years, and we plan to enroll another 220 before the next academic year.

The Dean also pointed out that assessments were done online using the Neuro Objective Structured Clinical Examinations, while psychosocial support was also provided to students, faculty and staff with more mentoring sessions, mindfulness training and even leniency in college course requirements and rules. as well as the virtualization of medical education using equipment provided by several donors.

“For the 2022-2023 academic year, we will combine distance technology-enhanced learning, online assessments, a mix of in-person and online lectures, and a mix of performance-based assessments and ‘in-person exams,’ Dr Chiong said.

Dr. Sheila Bonito, Dean of UPCN, noted that there were similarities and also variations in teaching changes in the said college. She also lamented that many schools have closed and clinical placements have been halted, while faculty development has been delayed due to the pandemic.

“It also revealed some issues, such as underinvestment in nursing education,” Dr. Bonito explained. “With insufficient investment, how can we continue to produce quality nurses? »

The dean said that UPCN was already doing this even before CHED made flexible learning compulsory for higher education, and that it had redesigned its courses, developed course modules, as well as designed learning activities. learning and planned assessments taking into account new ways of teaching and learning.

“We have also decoupled the courses to be able to deliver lectures, laboratory work and even clinical internships remotely,” she said. “Most importantly, faculty members also had to undergo training on how to redesign their courses, which we also shared with other nursing schools, being a CHED Center of Excellence.

Just like UPCM, UPCN has used online technologies such as LMS, Zoom meetings, video-based learning and the creation of virtual clinics that can give students the clinical practicum exposure scenario: a imaginary hospital setting where students perform various nursing duties.

“We believe that it is no longer possible to go back to the old ways of teaching and learning. The threat of infection will always be there, and there will be other challenges in the future,” she said.

Finally, Dr. Danilo Magtanong, Dean of the UPCD, pointed out that some members of the college, as well as other schools in the country, still hope that education will go back to the old way once the pandemic is over, or “return to normal”. “Personally, I wouldn’t want to go back there, because there’s nothing to come back to. Our so-called response to the pandemic, such as upgrading and renovating all college facilities, should not be seen as our preparations for the new normal. This is the environment necessary for training in dentistry long before.

He said the pandemic has exposed inadequacies, inabilities and a disregard for real-life situations in clinical training, and the risks, perils and dangers that come with them: “Our harsh lesson here is this: we simply lucky to have come this far.

Houston, TX – Veterans are a unique health care population. They have specific needs that must be taken into account to ensure that they receive the best care possible. Home health care services for veterans is a growing field and many companies are specifically focused on providing care to this population. For the best possible service, it is essential to choose a provider with experienced, compassionate and reliable caregivers who understand the unique needs of seniors. In Clear Lake, Sheila’s Angels In Home Care is that provider.

The Clear Lake Home Health Care provider provides quality services to older veterans and their families. The company was founded by Sheila, a registered nurse who has worked in the healthcare industry for over 20 years. Sheila personally cared for her mother, who succumbed to a long battle with cancer. This experience and that of working in hospitals inspired her to dedicate her life to helping those in need and ensuring that they receive the best care possible. She has a team of experienced and compassionate caregivers who understand the unique needs of seniors. Each member of their team has been highly trained and background checked to ensure they provide the highest quality of care possible. Their goal is to help seniors stay healthy and independent in their own homes without having to move to assisted living facilities or nursing homes.

This award-winning home care provider offers a wide range of affordable and exceptional home care services to meet the unique needs of each individual. These services include personal care, housekeeping, transportation, shopping, laundry, food preparation, companionship, in-home RN assessment, RN wellness checks, respite care, etc. . To ensure that every veteran receives the best care possible, Clear Lake Home Health Care has a Caregiver Matching Service that ensures each client is matched with a caregiver they are compatible with. This allows for a more personalized level of care that meets everyone’s needs.

Specialized services are also available for people with Alzheimer’s and dementia. Their caregivers are specially trained in communication and the care of people with Alzheimer’s disease, dementia, hearing loss and aphasia. Their care plans are managed by registered nurses and are updated over time to ensure that each client receives the best possible care. In addition, their services are available 24 hours a day with flexible hours to meet the needs of each client.

The Clear Lake Home Health Care The provider has a Veterans Assistance Program that helps veterans access all VA benefits to which they are entitled. Additionally, they offer a Long Term Insurance Assistance Program that helps veterans apply for and access long term care insurance benefits. Sheila’s Angels In Home Care bills insurance companies directly to ensure clients are able to maintain control over their lives, health and well-being.

Sheila’s Angels In Home Care is located at 1350 Nasa Parkway st 204, Houston, TX, 77058, USA. To schedule a free, no-obligation home care assessment, contact their team at (281) 480-4846. For more information on the services offered, visit their website.

Media Contact

Company Name
Sheila’s Angels in Home Care
Contact Name
Sheila Perrin
Call
(281) 480-4846
Address
1350 NASA Parkway 204
Town
Houston
State
TX
Postal code
77058
Country
United States
Website
https://www.sheilasangels.com/

Sabra Health Care REIT, Inc. (NASDAQ: SBRA – Get a rating) received a consensus rating of “Hold” by the twelve rating agencies that currently cover the stock, market beat reports. Seven equity research analysts rated the stock with a hold recommendation and five gave the company a buy recommendation. The 12-month average price target among brokers who have covered the stock over the past year is $15.85.

A number of brokerages have recently released reports on SBRA. Capital One Financial began covering Sabra Health Care REIT in a research note on Friday, June 3. They set an “equal weight” rating and a price target of $15.50 on the stock. Jefferies Financial Group downgraded Sabra Health Care REIT from a buy rating to a hold rating and reduced its target price for the stock from $15.00 to $14.00 in a Thursday research note June 30th. Mizuho upgraded Sabra Health Care REIT from a “neutral” rating to a “buy” rating and reduced its target price for the stock from $16.00 to $15.00 in a Wednesday, May 25 research note. StockNews.com began covering Sabra Health Care REIT in a research note on Thursday, March 31. They issued a “holding” rating on the stock. Finally, Credit Suisse Group raised its price target on Sabra Health Care REIT from $14.00 to $15.00 and gave the stock a “neutral” rating in a Monday, April 4 research note.

Sabra Health Care REIT Stock up 0.6%

Shares of NASDAQ: SBRA opened at $14.74 on Friday. The stock’s 50-day moving average price is $14.00 and its 200-day moving average price is $13.62. Sabra Health Care REIT has a 12-month low of $11.44 and a 12-month high of $19.01. The stock has a market capitalization of $3.40 billion, a P/E ratio of -30.08 and a beta of 1.33. The company has a current ratio of 3.60, a quick ratio of 3.60 and a debt ratio of 0.70.

Sabra Health Care REIT (NASDAQ: SBRA – Get a rating) last reported quarterly earnings data on Wednesday, May 4. The real estate investment trust reported earnings per share (EPS) of $0.18 for the quarter, beating consensus analyst estimates of $0.17 by $0.01. Sabra Health Care REIT posted a negative return on equity of 3.15% and a negative net margin of 18.28%. During the same quarter of the previous year, the company achieved EPS of $0.39. On average, stock analysts expect Sabra Health Care REIT to post 1.47 earnings per share for the current year.

Sabra Health Care REIT announces dividend

The company also recently disclosed a quarterly dividend, which was paid on Tuesday, May 31. Shareholders of record on Monday, May 16 received a dividend of $0.30. The ex-dividend date was Friday, May 13. This represents an annualized dividend of $1.20 and a yield of 8.14%. Sabra Health Care REIT’s dividend payout ratio (DPR) is currently -244.89%.

Sabra Health Care REIT Institutional Negotiation

Institutional investors and hedge funds have recently been buying and selling stocks. Vanguard Group Inc. increased its holdings of Sabra Health Care REIT shares by 2.4% in the first quarter. Vanguard Group Inc. now owns 36,317,289 shares of the real estate investment trust worth $540,765,000 after purchasing an additional 859,548 shares in the last quarter. Principal Financial Group Inc. increased its equity stake in Sabra Health Care REIT by 1.5% during the first quarter. Principal Financial Group Inc. now owns 17,124,112 shares of the real estate investment trust worth $254,977,000 after purchasing an additional 256,869 shares in the last quarter. State Street Corp increased its holdings of Sabra Health Care REIT shares 18.1% in the first quarter. State Street Corp now owns 12,035,766 shares of the real estate investment trust valued at $179,213,000 after buying an additional 1,840,939 shares in the last quarter. Centersquare Investment Management LLC increased its position in shares of Sabra Health Care REIT by 23.3% during the fourth quarter. Centersquare Investment Management LLC now owns 7,289,224 shares of the real estate investment trust worth $98,695,000 after acquiring an additional 1,377,573 shares in the last quarter. Finally, Goldman Sachs Group Inc. increased its position in shares of Sabra Health Care REIT by 7.5% during the first quarter. Goldman Sachs Group Inc. now owns 5,486,951 shares of the real estate investment trust valued at $81,701,000 after acquiring 384,092 additional shares last quarter. 91.61% of the shares are currently held by hedge funds and other institutional investors.

Sabra Health Care REIT Company Profile

(Get a rating)

As of March 31, 2022, Sabra’s investment portfolio included 416 properties held for investment. These include (i) 279 skilled nursing/transitional care facilities, (ii) 59 senior housing communities (senior residences – leased), (iii) 50 senior housing communities operated by third-party property managers pursuant to property management agreements (retirement homes – managed), (iv) 13 behavioral health facilities and (v) 15 specialty hospitals and other facilities), an asset held for sale, an investment in a lease-purchase, 16 investments in loans receivable (including (i) two mortgage loans, (ii) a construction loan and (iii) 13 other loans), seven investments in preferred shares and an investment in a unconsolidated joint venture.

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Content of the article

The Manitoba government is spending $5.2 million on two programs to help address staffing shortages in the health care system and increase Indigenous representation on the ground, two cabinet ministers announced Thursday.

Content of the article

The two programs, the Skills Development Program and the Indigenous Adult Health Internship, will provide the training and resources needed to meet immediate and emerging workforce needs in the health care sector, said the Economic Development, Investment and Trade Minister Cliff Cullen.

The Skills Development Program provides career counseling and financial support to eligible individuals seeking post-secondary education through programs lasting up to two years. Funding is available for students pursuing studies to become a health care aide, health office clerk, medical office assistant, pharmacy technician, or practical nursing student.

The Indigenous Adult Health Internship Program is an initiative between Indigenous communities and Southern Health-Santé Sud, serving a population of over 216,000 residents. The program has been running since 2015 and has seen 100 students enrolled in the program, said Jane Curtis, CEO of Southern Health-Santé Sud.

Content of the article

The program runs for 12 to 14 weeks each year from September to December and offers Aboriginal people the opportunity to participate in pre-employment training programs, job shadowing and paid internships.

“A quarter of these students were able to secure employment opportunities with Southern Health-Santé Sud,” Curtis said. “I am delighted to see increased support for students to participate in this program, as it has resulted in many successes and contributes to efforts to strengthen the health workforce. »

Design study announced for Beauséjour Road

Manitoba Transportation and Infrastructure Minister Doyle Piwniuk announced Thursday that the province will commission a functional design study for Provincial Highway 215 (Park Avenue) in Beausejour.

Some of the improvements include pavement surface and curb works, improved turning movements and improvements at the intersections of Provincial Trunk Road 44, PR 215 and PR 302.

“This project spanned over 15 years and began with previous councils,” Beauséjour Mayor Ray Schirle said in a press release. “The Town of Beauséjour is delighted that the Government of Manitoba is bringing this project to fruition.

Construction is expected to begin in 2025-26, but interim surface preservation treatment is planned on Beauséjour’s main tracks to improve existing conditions.

According to research experts from Qurate Research, “Global Home health care and residential nursing services Market 2022 Insights, Size, Sharing, Growth, Opportunities, Emerging Trends, Forecast to 2028.” The study is an anthology of in-depth research studies on many aspects of the global home healthcare and services industry institutional nursing. It is an admirable effort to offer a true and transparent picture of the current and future conditions of the global Home Healthcare and Home Nursing Services market based on credible facts and exceptionally accurate data.

“Global Home Healthcare and Residential Nursing Services Market Overviews, Size, Share, Growth, Opportunities, Emerging Trends, Forecast to 2028,” according to a report by Qurate Research. Several in-depth research studies on various facets of the global Home Healthcare and Facility Nursing Services market are included in the report. It is a commendable effort to present a fair and transparent view of the current and future status of the global Home Healthcare and Home Nursing Services market based on reliable facts and extraordinarily accurate statistics.

The main players profiled in this report are:

Bayer Health
Omron Health
UnitedHealthcare Global
Teleflex Corporation
Southwood Health Center
Medtronic, F. Hoffmann-La Roche
Praxair Technologies
Phillips Health

Key Segmentation of the Home Healthcare and Facility Nursing Services Market:

On the basis of types, the cloud service brokerage (CSB) market from 2015 to 2025 is majorly split into:

Operations management
Catalog management
Workload Management
Reports and Analytics
Security and compliance

On the basis of applications, the Cloud Services Brokerage (CSB) market from 2015 to 2025 covers:

IT and Telecommunications
Retail and consumer goods
Manufacturing
Government and public sector
Media and Entertainment

Scope of Home Healthcare and Residential Nursing Services Market Report:
The research examines the major players of the global Home Healthcare and Institutional Nursing Care Services market in detail, focusing on their market share, gross margin, net profit, sales, product portfolio , new applications, recent developments and other factors. It also sheds light on the vendor landscape, helping the players to forecast future competitive moves in the global Home Healthcare and Residential Nursing Care businesses.

This study estimates the market size in terms of value (million USD) and volume (million units) (K units). Both top-down and bottom-up techniques have been used to estimate and validate the market size of the Home Healthcare and Residential Nursing Services market, as well as the size of various other dependent submarkets in the overall market. To identify significant players in the market, secondary research was used, and both primary and secondary research were used to determine their market shares. All breakdowns and percentage breakdowns have been calculated using secondary sources and verified sources.

The updated market report is available at the link below:@ https://www.qurateresearch.com/report/buy/HnM/global-home-health-care-and-residential-nursing-care-services-market/QBI-MR-HnM-1125659/

COVID-19 pandemic has had a major influence on the Home Health Care and Residential Nursing Services industry. In the second quarter, the sector showed signs of recovery around the world, but the long-term recovery remains a concern as COVID-19 cases continue to rise, especially in Asian countries like India. series of setbacks and surprises. As a result of the outbreak, many shifts in buyer behavior and thinking have occurred. As a result, the industry is even more stressed. As a result, market expansion should be limited.

Home Healthcare and Facility Nursing Services Market Region Majorly Focusing:
— European market for home health care and home nursing services (Austria, France, Finland, Switzerland, Italy, Germany, Netherlands, Poland, Russia, Spain, Sweden, Turkey, United Kingdom),
– Home healthcare and home nursing services market in Asia-Pacific and Australia (China, South Korea, Thailand, India, Vietnam, Malaysia, Indonesia and Japan),
– The home health care and home nursing services market in the Middle East and Africa (Saudi Arabia, South Africa, Egypt, Morocco and Nigeria),
– Latin America/South America Home Healthcare and Home Nursing Services Market (Brazil & Argentina), – North America Home Healthcare and Home Nursing Services Market ( Canada, Mexico and United States)

A sample free report from Qurate Research includes: FREE PDF SAMPLE
1) Introduction, Overview and In-Depth Industry Analysis for 2021 Updated Report
2) Impact analysis of the COVID-19 outbreak
3) A research report of more than 205 pages
4) Upon request, provide chapter-by-chapter assistance.
5) Updated regional analysis for 2021 with graphical representation of size, share and trends
6) Includes an updated list of tables and figures.
7) The report has been updated to include business strategies, sales volume, and revenue analysis of key market players.
8) Methodology of facts and factors for research

The main questions answered by this report are:
• How to get a free copy of Sample Home Healthcare and Residential Nursing Services Market Report and Company Profiles?
• What are the major drivers for the expansion of the Home Health Care and Residential Nursing Services market?
• What is the anticipated size and growth rate of the Home Health Care and Residential Nursing Services market?
• Who are the leading companies in the Home Health Care and Institutional Nursing Services Market?
• What market segments does the home healthcare and residential nursing services market cover?

Contents:

Chapter 1 Home Health Care and Facility Nursing Services Market Introduction
Chapter 2 Executive
2.1 Home Health Care and Home Nursing Services Market 3600 Overview, 2018- 2028
2.1.1 Industry trends
2.1.2 Material trends
2.1.3 Product trends
2.1.4 Operating trends
2.1.5 Distribution channel trends
2.1.6 Regional trends

Chapter 3 Home Health Care and Facility Nursing Services Market Overview
3.1 Industry Segmentation
3.2 Industry Ecosystem Analysis
3.2.1 Component Suppliers
3.2.2 Producers
3.2.3 Profit Margin Analysis
3.2.4 Distribution Channel Analysis
3.2.5 Impact of COVID-19 on the market value chain
3.2.6 Vendor Analysis
3.3 Technology landscape
3.4 Regulatory landscape
3.4.1 North America
3.4.2 Europe
3.4.3 Asia-Pacific
3.4.4 Latin America
3.4.5 Middle East and Africa
3.5 Price Analysis (including impact of COVID-19)
3.5.1 By region
3.5.1.1 North America
3.5.1.2 Europe
3.5.1.3 Asia-Pacific
3.5.1.4 Latin America
3.5.1.5 Middle East and Africa
3.5.2 Cost structure analysis
3.6 Industry impact forces
3.6.1 Drivers of growth
3.6.2 Industry Disadvantages and Challenges
3.6.2.1 Focus on weight reduction
3.7 Innovation & sustainability
3.8 Growth Potential Analysis, 2020
3.9 Competitive landscape, 2020
3.9.1 Company Market Share
3.9.2 Main actors
3.9.3 Strategy Dashboard
3.10 Porter’s analysis
3.11 PILON analysis

Chapter 4 Disclaimer

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Our health care system is more or less still in some sort of minor crisis.

There’s always a shortage of doctors, or a shortage of nurses, or overcrowding in the emergency room, or long waits for hip and knee surgeries.

It’s frankly impossible for such a massive and vital system to run perfectly all the time, so there will always be some sort of problem that needs fixing.

This time it’s different.

When ERs in parts of British Columbia, especially in the north, close their doors to patients because there are simply no more doctors or nurses to come and staff them, it’s a crisis on a whole new level.

The lack of fundamental reform in the way we deliver healthcare and how we educate and recruit healthcare workers has long been at the heart of our ongoing mini-crises.

Today, COVID and a rapidly growing and aging population are exposing areas where several previous governments simply applied band-aid solutions.

Previous mini-reforms may have solved individual problems. But none of them addressed the broader issues of an understaffed and overworked system.

The fact that our healthcare system is free and accessible to all, unlike the American system, is often presented as a sort of shield against criticism.

The choice is seen as binary – the Canadian socialized system that benefits everyone, or the American system that lets the poor slip through the cracks while providing gold-plated medical services to the wealthy.

But it’s a fake binary. There will always be people who will advocate having an American-style system – after all, it allows a few people to make giant piles of money – but we don’t have to go that route.

We can undertake major reforms and experiments in the way we deliver health care, entirely within the framework of universal care delivery.

READ ALSO: LETTER – Elect a Maple Ridge Council that takes governance seriously

READ ALSO: LETTER – Maple Ridge resident says outage exposed miscommunication

And we will have to, because what we are doing now is not working.

There are hints of new and better approaches – urgent care centres, faster accreditation for foreign doctors, the possibility of remunerating family GPs – but so far these approaches have been piecemeal or unhelpful. were not pushed with enough vigor.

These and other ideas, including those of people working in the current system, patients, outside experts, other countries, can help us restructure and get through this emergency, and beyond.

Solving this crisis is not enough. Now we need to find better ways to provide universal health care to all British Columbians.

EditorialsHealthOpinion

Our team at the hospital hears and understands your frustrations with the ongoing emergency department closures. We know it’s frustrating. We know that’s scary. We know that is not an acceptable way to continue.

What you may not know are the realities of why this is happening and everything we are doing to try to fix this issue. Some background information.

Our hospital is made up of three types of people in direct patient care:

– Registered nurses (RN). They are what most people think of when they think “nurse”. These are the people who have the training and skills to assess and triage patients, administer medications, and perform certain critical care skills. There are certain treatments and medications they are allowed to give before receiving doctor’s orders within their scope of practice. These are the nurses who work in our emergency room, but not all RNs are trained/certified to work in the emergency room. According to College regulations and for safety reasons, RNs who do not have the training cannot occupy the emergency room.

– Licensed Practical Nurses (LPNs). These nurses are an often under-recognized part of health care. They are nurses whose scope is not as wide as a registered nurse, but they provide most of the day-to-day care of inpatients in our hospital. They do not have certification to provide IV medications and initiate critical care interventions. They often help in our ER, but are not trained or licensed (by College regulations) to be the only nurse in the ER.

– Doctors (doctors). They are people trained in the diagnosis and treatment of multiple medical problems. The physicians in our emergency room are family physicians who have undergone additional education and training to be able to provide emergency care outside of a tertiary care facility (eg Royal Inland Hospital ). Some of our attending physicians have also undergone extensive training to work at any level of emergencies. They work closely with RNs and LPNs to provide patient care.

During a day with all the necessary staff, our hospital is served by: one LPN per shift, one day shift, one night shift; three RNs, one day shift, one night shift and one on the emergency shift from 9 a.m. to 9 p.m.; a doctor, on call 24 hours a day from 8 to 8 a.m. and 48 hours from Saturday 8 a.m. to Monday 8 a.m. on weekends; and our locum physicians, who come to cover emergency work from Friday 6:00 p.m. to Monday 8:00 a.m.

If you look at these shifts, that means that in any given week there are 14 LPN shifts, 21 RN shifts, and six physician shifts. RNs and LPNs typically work four days in a row per shift (four 12-hour shifts = 48 hours per week). Our doctors work in the clinic when they are not working in the hospital.

This means that, at a minimum, you need six RNs and four LPNs to staff the hospital for a week. Our hospital is designated for eight RNs and four LPNs. Currently we have four RNs and four RPNs.

We have positions for up to seven additional RNs (full-time, part-time, or casual) and two LPNs.

Please be clear on this point above: we have four AIs. We’re supposed to have eight. We are operating at half capacity for AI. The emergency cannot be opened without a nurse trained in emergency medicine care.

Our registered nurses also have duties in the acute care department. A nurse trained in emergencies cannot be replaced by any other health professional. Physicians, LPNs, orderlies, paramedics, and RNs not trained in emergencies lack the skills and knowledge to safely care for patients. You could put as many of these other practitioners in the ER, but that’s not enough.

So why the nursing shortages? It’s a complex answer. To be clear first: Dr. Helmcken Hospital has not lost any nurses – RNs or RPNs – due to the vaccination mandate. The pandemic has played a certain role. It was tiring and exhausting. We had to learn about a whole new disease entity, its presentation, its treatments and how to protect ourselves and you as much as possible.

Medical professionals would be sleeping in their trailers and guest rooms rather than exposing their families to possible COVID infection. Patients were often frightened or angry and it was the job of our nurses to care for you, reassure you and educate you, while providing you with the medical care you needed.

Our hospital is busier than ever. Before the pandemic, a busy weekday in the emergency room would see between two and eight patients. Now we regularly see 12 to 18 patients a day. Some of these visits are straightforward, but many of them involve complex medical issues and very ill patients.

Many people have less patience and compassion for our staff when they are in the emergency room – they waited longer in the emergency room, they couldn’t get a timely visit to the health center because we didn’t than half of our physician workforce, they are injured, tired and sick. The nurse then becomes the person who experiences these frustrations the most because they are the ones who are there when people feel the worst.

None of this takes into account the personal life factors that influence a person’s decision to stay in nursing.

So what is our local health care team doing to address this issue, to try to prevent hospital and ER closures? Again, we posted several positions: RNs, LPNs and physicians. There are hiring bonuses to try to encourage people to come to Clearwater. Unfortunately, these shortages extend far beyond Clearwater and we are not the only community struggling to recruit available healthcare workers.

We have not given up on that. We continue to work hard to fill vacancies. We are expanding the training and skills of our LPNs where possible to help fill other gaps in care. They will not be able to be the nurse who covers emergencies, but they can offload other duties.

We are withdrawing nurses from other regions, temporarily sacrificing other services to keep the emergency room open. We have locum agency nurses who come in to help when they are available. We have pulled nurses from other Interior Health facilities to keep our emergency room open. In the meantime, our local RNs and LPNs are going above and beyond to keep our hospital open. We are lucky that all of our current RNs are trained in emergencies and can cover emergencies while on duty.

RNs and LPNs extend their shift hours until the next shift can make it happen. Our nursing managers are taken off duty to work on the floor or in the emergency room. Nurses are working overtime, knowing that if they don’t, the emergency room will be closed.

They return from a vacation they booked a year in advance to cover shifts. They lack time with their families to ensure that our community receives continued health care. Each time we close the ER, we have gone through every possible step, tried to adjust the current schedule, and called each of our nurses to see if they could come and help us.

Unfortunately, until we have gone through all possible steps and contingencies, we are not authorized to officially close ERs and therefore are not authorized to provide notice of closure. It also frustrates us and we know it frustrates our community.

So please remember this when we have no choice but to close the ER. We have done everything to avoid this. We are operating at half our RN staff. Without an ER-trained nurse, we cannot safely open the ER. A doctor does not have the training and skills of an emergency-trained nurse. An LPN lacks the training and skills that an ER trained RN has. Without a trained emergency nurse, it would be negligent and dangerous to pretend that we can give you the care you need.

We are actively recruiting to fill our vacancies. We are human too and the state of health care breaks our hearts.

Dr. Perdue and

the Dr Helmcken Hospital team

_______________

news@starjournal.net

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BC Health North Thompson Valley

July 7, 2022 – Steward Health Care, the nation’s largest physician-led healthcare network, today announced the appointment of Rubén José King-Shaw Jr to its Board of Directors. King-Shaw is currently Executive Vice President and Chief Strategy Officer of Steward, where he led a number of key strategic acquisitions and divestitures, including the sale of Steward Health Choice Arizona and the significant merger of the Medicare business. based on Steward’s value with Caremax (NASDAQ: CMAX). King-Shaw also chairs Steward’s offshore captive insurance company, TRACO, domiciled in Panama.

In making the announcement, Dr. Ralph de la Torre, Chief Executive Officer of Steward, said, “Ruben continues to be an outspoken and relentless advocate for social justice and community engagement, which syncs perfectly with the mission principal of Steward to serve patients in their communities. In a post-Covid environment, his passionate leadership will be critical to our future and that of our patients. Ruben is integral to our continued success and we are delighted to welcome his expertise to our Board of Directors.

“I have long shared Steward’s commitment to providing our patients with the highest quality healthcare possible,” said Rubén José King-Shaw. “It is an honor to join the Steward Board of Directors and be part of a values-driven health care system.

Prior to serving Steward as Executive Vice President and Chief Strategy Officer of Steward, King-Shaw spent significant time in public service leading state and federally sponsored government health programs.

During the administration of President George W. Bush, King-Shaw served as chief operating officer and deputy administrator of the Centers for Medicare and Medicaid Services. He was also a senior adviser to the US Secretary of the Treasury on health care tax policy and a member of the Medicare Programs Advisory and Oversight Commission. In 2011, he was appointed to the Obama Administration’s Program Advisory and Oversight Committee to oversee and provide advice to Medicare’s Prosthetics, Orthotics and Durable Medical Equipment Supplies Tendering Program. . King-Shaw has also provided advice on areas of health care policy to the Trump administration, including CMS and the National Economic Council. At the state level, under Florida Governor Jeb Bush, he was secretary of the Florida Agency for Health Care Administration.

Former board members include the senior director of Athenahealth; Independent Living Systems, of Miami, FL; and WellCare Health Plans, Inc. of Tampa, FL. King-Shaw has also served on the board of Atlanta-based Cotiviti Holdings, Inc. and Intelligent Retinal Imaging Systems of Pensacola, Florida.

Contact: Josie Martin, Josephine.Martin@steward.org

About Steward Health Care

Almost ten years ago, Steward Health Care System emerged as a different type of healthcare company designed to usher in a new era of wellness. A system that provides our patients with better, more proactive care at a sustainable cost, our providers with unparalleled coordination of care, and our communities with greater prosperity and stability.

As the largest integrated, physician-led, tax-paying health care system in the country, our physicians can be confident that we share their interests and those of their patients. Together, we’re on a mission to revolutionize the way healthcare is delivered – creating healthier lives, thriving communities and a better world.

Steward is one of the nation’s largest and most successful Responsible Care Organizations (ACOs), with more than 5,500 providers and 43,000 healthcare professionals caring for 12.3 million patients annually through to a tightly integrated network of hospitals, multi-specialty medical groups, urgent care centers, skilled nursing facilities and behavioral health centers.

Based in Dallas, Steward currently operates 39 hospitals in Arizona, Arkansas, Florida, Louisiana, Massachusetts, Ohio, Pennsylvania, Texas and Utah.

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Sunrise, Florida – Interim Home Healthcare is a national franchise that is part of global healthcare leader Caring Brands International. Founded in 1966, this franchise has built a renowned and extensive network of healthcare providers who provide comprehensive services for all their patient needs. This franchise partners with therapists, nurses, companions, aides and other healthcare professionals to meet a variety of needs in elder care, home care, palliative care, pediatric care and health personnel.

By investing through Interim Home Healthcare, franchisees receive comprehensive training, including pre-opening classroom training, facility opening support, on-site training, and support for new owners, operations , procedures, policies, training and regulatory updates and ongoing guidance, initial installation assistance with selection, licensing guidance and preferred vendor selection. For professionals looking for a profitable opportunity to establish a business or investors looking for better opportunities to invest their money, this franchise offers unparalleled opportunities for all franchisees.

“We have worked hard to establish ourselves as a brand that takes our values ​​seriously. Whether interacting with franchisees or customers, integrity and empathy come first in everything we do. If you’re looking for a home care franchise, brands like ours that take relationship building seriously are hard to find. Said the representative of Interim Home Healthcare regarding their high quality services.

Interim Home Healthcare promotes franchisees with other conveniences such as modern technology, marketing, operations and financial support, on-site visits when opening an office, and support calls during the first year of operation. Additionally, they are assisted with regulatory program applications and guided through human resource related functions such as recruitment, retention, payroll and insurance.

Interim owners of home care franchises may choose to open one or more locations to provide home care, assist seniors and others who must stay in their homes by assisting with transportation, light care, shopping and personal care such as bathing and also providing temporary services of health professionals such as registered nurses, nursing aides, auxiliary nurses, medical-social assistants, occupational therapists.

In addition, Interim Home Care Franchise also has a support network of physiotherapists and speech therapists, as well as health care aides and home health aides as temporary staff to assist other health care facilities and providers. Its franchisees may also explore the possibility of establishing their palliative care business to provide end-of-life care and other support services to eligible patients in their residences through licensed healthcare personnel, as well as counselors. spiritual, bereavement, dietary and support; in addition, they may provide home health care and home medicine equipment, products and supplies.

Those who seek to try the interim home care franchise can contact them by phone at 954-858-2672. The franchise is headquartered at 1551 Sawgrass Corp. Pkwy. Ste., 230, Sunrise, FL, 33323. For more information on their franchise or to request a quote, visit the office’s website.

Media Contact

Company Name
Interim Home Care
Contact Name
Steve Kwon
Call
954-858-2672
Address
1551 Sawgrass Corp. Pkwy. St., 230
Town
Sunrise
State
Florida
Postal code
33323
Country
United States
Website
https://www.interimfranchising.com/

LAGRANGE — Three graduating seniors have each received a $1,000 scholarship for 2022 from the Parkview LaGrange Foundation as they pursue health-related studies.

High school students Allie Springer, Pilar Canedo and Samarah Orr were selected to receive the scholarships, which are made possible in part by donations to the foundation and proceeds from the Parkview LaGrange Hospital Gift Shop. Hospital volunteers provide sales assistance in the store and they have chosen to have a positive impact on the community by using proceeds to support scholarships for area residents pursuing an education in Health care.

“These recipients have demonstrated a commitment to service to others, academic and athletic excellence, personal initiative, mentorship and interpersonal skills, and community involvement, all of which will serve them well in their studies and careers in the field. health,” said Christina Blaskie, head of the service. excellence, volunteers and the PLH gift shop. “We congratulate these winners and look forward to a bright future for them.”

Allie Springer, from Westview Junior-Senior High School, will study biochemistry at Hillsdale College in preparation for medical school. The daughter of a dairy veterinarian and an elementary school nurse, Springer hopes to one day have her own dermatology practice in LaGrange County.

Both academically and athletically successful, Springer was an award-winning member of the varsity basketball and volleyball teams during all four years of high school, serving as captain of each team during her junior and senior years. She has served on the student council, in a student-run community service club, and in the school’s advanced choir, as class president, as a math peer tutor, and as president of her chapter. of the National Honor Society. She is very active in her church, having served as a worship leader on the student leadership team.

Springer caught the aviation bug as a teenager and started taking flying lessons at age 15. She made her first solo flight on her 16th birthday and spent her 17th birthday taking oral exams with a Federal Aviation Examiner for her pilot’s license, which she received. She also worked as an office assistant for the Goshen Municipal Airport Flight School during her junior and senior years.

Pilar Canedo of Lakeland Junior-Senior High School will attend Purdue University to study nursing. Canedo feels called to work in health care to alleviate suffering, especially in the area of ​​mental health. A year-long stint at the Bowen Center further attracted her to the field. Her long-term goal is to become a psychiatric nurse practitioner or psychiatrist.

Canedo was the valedictorian of his class, accumulated perfect attendance, and excelled athletically and academically while working through the school year and summer.

An award-winning three-year basketball letter-winner, Canedo was also a three-year member of the National Honor Society and the Varsity Team, where she served as team captain. Service to others has been a theme in her life, as she has volunteered at blood drives, mentored classmates, sung in nursing homes, volunteered to help very young players at camp Lakeland Girls’ Basketball and co-founded a community project, Seniors. Serving Seniors, which served meals to LaGrange County seniors and others in need during the holiday season.

Samarah Orr, from Prairie Heights High School, will study nursing at Indiana Wesleyan University. An academically strong student, she balanced a variety of interests while focusing on service to others. Orr’s desire is to live and share his faith while helping others through difficulties, a vocation that developed during his final year internship in the Health Professions Education Program at the Impact Institute at Parkview LaGrange Hospital, where she worked as a patient care technician in the medical department. operating room.

Orr was a member of the National Honor Society for two years; one honor roll “A” member every four years; a three-year varsity member and team manager of the tennis team; a three-year member of the English academic team; an active member of the Leo club, participating in community service; an Indiana State School Music Association gold medalist for her freshman performance on the piano; and senior president and four-year member of LaGrange Community Foundation LIFE, a youth philanthropy and service organization.

Through his church, Orr has participated in a missionary trip to Haiti, the church’s worship group, children’s ministry, and a ministry serving single mothers in the community.

The scholarship program is administered by Parkview LaGrange Foundation. Fellowship recipients are selected by a review committee of foundation and volunteer leaders through an impartial process that protects applicants’ personal information, so reviewers strictly vote on the essay responses contained in the nominations.

The scholarship winners were honored at a private reception at the hospital on June 8. Jordi Disler, President of Parkview LaGrange Hospital, congratulated the winners.

Proceeds from the 2021 Paddle for Parkview have also contributed to this scholarship fund, which is supported by the generosity of donors. For more information on donating to the scholarship fund, contact christina.blaskie@parkview.com.

BY KAREN BOSSICK

Representatives from three organizations recently held a groundbreaking ceremony for a quadruplex in Bellevue that will provide housing for St. Luke’s Wood River employees and their families.

Representatives from St. Luke’s Health System, St. Luke’s Wood River Foundation and ARCH Community Housing Trust gathered for the occasion.

They opened four long-term rentals for St. Luke’s employees at Quigley Farm in Hailey in September 2021, and those homes should be ready for occupancy this fall. Four more units are planned for the Woodside neighborhood of Hailey.

“ARCH is delighted to provide additional housing for St. Luke’s employees,” said Michelle Griffith, executive director of the nonprofit organization, which is committed to developing affordable housing solutions. “Our partnership has been a tremendous asset to our organizations and has served as a model for the development of employee housing locally, regionally and nationally.”

The Bellevue project is a quadruplex. Each unit features three bedrooms and two and a half bathrooms, as well as an attached garage, private outdoor space and plenty of storage. All units are pet-friendly, and all are near bus service.

The limited availability of housing to rent or own is having a significant impact on St. Luke’s ability to recruit and retain employees, said Almita Nunnelee, chief operating officer/chief nursing officer at St. Luke’s Wood River. .

“Despite the offer of financial incentives, the lack of available housing and the cost of living are frequently cited as the main reason for the decline in job offers. This is an important investment to help St. Luke’s Wood River recruit and retain essential healthcare workers,” she said.

“We are grateful to our donors who have helped put St. Luke’s Wood River Foundation in a position of strength from which to invest in a housing solution for healthcare workers,” added Megan Tanous, Director development of St. Luke’s Wood River. Foundation.

Those interested in supporting healthcare worker housing can visit https://www.slwrf.org or contact Megan Tanous at 208-727-8444.

HIRE TO HEALTHCARE WORKERS

Landlords who have rental properties that can accommodate current and potential St. Luke’s employees are encouraged to submit information to a St. Luke’s Health System portal.

Rental property information may be subject to https://www.stlukesonline.org/housing

It will be securely shared with employees, potential employees and contract labor in need of housing. The form allows for both short-term and long-term rental transactions.

St. Luke’s is not the listing agent and will not enter into any agreement or contract for the rental property.

Want to know more? Visit www.stlukesonline.org/housing

FREDERICTON — Calls are mounting in the Maritimes for governments to tackle labor shortages in the health care sector, as hospitals are forced to close emergency rooms now that staff are tired takes a summer vacation to recover from the stress of the pandemic.

In New Brunswick, health care workers are leaving the province due to poor working conditions, uncompetitive wages and unreasonable workloads, according to Liberal Health Critic Jean-Claude D’Amours.

In Prince Edward Island, staffing shortages are so severe at Western Hospital in Alberton that its emergency department may be forced to close if someone is on sick leave, the door said. -Green Party Health Critic, Michele Beaton. Difficulties in recruiting and retaining health personnel have been rising in the province for years, she said.

“We need a very specific and strategic plan to ensure people working within the system are treated well,” Beaton said in a recent interview.

Last week, New Brunswick Health Minister Dorothy Shephard said the province was recruiting traveling nurses and encouraging retired nurses to re-enter the workforce to cover vacations.

Since April 1, Horizon Health Network — operator of English-speaking hospitals in New Brunswick — has hired 11 retirees and about 180 nursing students to work this summer. Meanwhile, the Vitalité Health Network — operator of its French-language hospitals — has hired 200 nursing students.

“We recognize the workforce challenges in our health care system, and many long-term efforts are underway to improve the situation,” New Brunswick Labor Minister Trevor Holder said in a statement. communicated. “While we are making significant progress, it will take time to fully address these challenges.”

Staffing shortages have led to intermittent overnight closures of some hospital emergency departments. The Horizon Network tweeted on June 24, saying it was experiencing a severe staff shortage, and it warned that patients with non-emergency medical conditions could face long wait times.

The story continues

The tweet sparked a reaction on Twitter.

“It’s been like this for years and it’s getting worse,” one person wrote. “I’m afraid that if my disease gets worse, I won’t survive.” Another person said the government should spend part of its budget surplus on improving working conditions in health centers.

Back in Prince Edward Island, Beaton said the western part of the province has “essentially no walk-in clinics, so people have no choice but to go to the emergency room”. When the ER closes, she said, “people are going to travel over an hour to get to the next facility to get the care they need.”

Health PEI spokeswoman Jessica Bruce said the small staff at Western Hospital are working hard to avoid unplanned service disruptions. “We continue to review various options to ensure patients receive the care they need,” she said.

In Nova Scotia, nurses across the province have demanded action to address chronic staffing shortages they say have been made worse by the COVID-19 pandemic. The Nova Scotia Nurses Union says there are approximately 1,400 vacancies for registered nurses and 250 open positions for licensed practical nurses.

Nova Scotia’s Progressive Conservative government pledged during the election campaign to spend heavily on the province’s ailing health care system. The $13.2 billion budget for fiscal year 2022-23, tabled in March, contains $5.7 billion for health care, an increase of $413.4 million over government spending. last year. But Premier Tim Houston warned residents not to expect any quick changes.

Dr. Mark MacMillan, president of the New Brunswick Medical Society, said the growing number of vacancies in the health care field in Canada is concerning.

“We’ve seen this health human resources issue come our way for years,” he said in a recent interview. “COVID-19 has certainly exacerbated this problem and revealed how fragile the healthcare system is overall, not just in New Brunswick, but across the country. »

MacMillan said action by governments is needed now, but will require a long-term solution.

“In five, 10, 15 years, what will the demographics of patients be? What are the needs in this province? How many doctors do we need in northern New Brunswick, southern New Brunswick, east and west? do we need per unit? We need to be more proactive,” he said.

Health sector staff members are tired and need a break from the stress of the COVID-19 pandemic, he said.

“The last two and a half years have been very stressful and we really need to make sure these doctors and nurses get their time off for their own mental health,” he said.

This report from The Canadian Press was first published on July 3, 2022.

Kevin Bissett, The Canadian Press

Nurses and other healthcare workers across the country are rising in a growing wave of strikes and protests over understaffing, lack of essential supplies, grueling workloads and the erosion of their standard of living by the sharp rise in inflation.

Conditions for healthcare workers around the world have been dramatically worsened by the ruling class’s response to the pandemic. Many are leaving the profession, further aggravating the crisis. According to a March 24 report in Healthcare IT News, 90% of American nurses are considering leaving the profession.

Not only do nurses have to manage inhuman levels of stress on the job, but they also face criminal prosecution as they struggle to perform their duties safely under impossible conditions. The case of RaDonda Vaught, who was arrested after a fatal medication error, met with a massive mobilization of nurses who were able to save her from having to serve a prison sentence. But nurses continue to be victimized, as can be seen in the case of Michelle Heughins and more than 100 nursing home workers in Ohio.

The growing struggles of healthcare workers are producing a direct collision with pro-corporate unions, which have done nothing to oppose these conditions and are instead working to suppress and block opposition. Nurses unions instead seek to promote inadequate legislation, such as national nurse-patient ratios, Bernie Sanders’ “Medicare for All” bill and workplace violence legislation will do nothing to address critical issues for health care workers across the country.

Nurses in the United States have taken an important step by forming a national steering committee to create grassroots committees in every hospital and health care facility to combat the victimization of medical workers. To find out more and form a grassroots committee in your hospital or workplace, please submit your information here and a member of the steering committee will contact you.

Below is a selection of the main developments in the United States.

Portland, OR

The Oregon Nurses Association (ONA) announced Thursday afternoon a new tentative agreement for 1,600 nurses at Providence St. Vincent Medical Center. While the union has been saying loud and clear that this is a “NURSE VICTORY”, the reality is that this is a victory for the ONA, which now has the chance to avoid a strike, scheduled for July 11.

As of this writing, the actual contract has yet to be sent to base members. On social media, ONA vice-president Jessica Lobell confirmed that the contract signing bonus had been removed in the final version of the tentative agreement.

Lobell also signaled that there would be no other major gains for nurses, while simultaneously trying to lessen the need for a strike, saying, “I can’t stress enough that we won’t get not everything we want in this round, whether we strike or not. .”

Northern California

At Seton Medical Center in Daly City, 300 nurses went on a two-day strike on June 22-23. The Seton nurses have been in contract negotiations since December 2021, and the nurses told WSWS reporters they were working without basic supplies, such as fresh produce. sheets, bath wipes and diapers. Nurses also said they are often forced to work near broken equipment, such as elevators and CT scanners.

Staffing is inadequate, with nurses reporting that they are outside of legally mandated state ratios on a daily basis and are additionally asked to perform the duties of other workers such as transporters and janitors to cover shortages. These intolerable conditions have led about 80 nurses to leave the hospital over the past two years.

June 18 also marked two months since a one-day strike by about 8,000 nurses at 15 Sutter Health facilities in the region. The nurses were then locked out for a further five days following the strike by hospital administrators and have now been working without a contract for a full year. The California Nurses Association (CNA) was forced to call a strike after a nearly unanimous vote to authorize a strike in March. The hospital’s contract proposal included a pitiful 2% annual salary increase and failed to address nurses’ concerns about insufficient staffing and personal protective equipment (PPE).

Newark, New Jersey

More than 300 nurses, respiratory therapists, X-ray technicians and other workers have returned to work at Saint Michael’s Medical Center in Newark, New Jersey, after a nearly four-and-a-half-week strike. The Jersey Nurses Economic Security Organization (JNESO) used totally undemocratic means to end the strike and impose an austerity contract on the workers.

Under the agreement, workers will receive annual increases of just 3%, less than half the current rate of inflation. Another cruel aspect of the contract is that these workers were saddled with a health insurance plan with a high copayment and a $5,700 deductible.

From the start, JNESO focused its efforts on isolating the strike by conducting closed-door negotiations with management under the auspices of a federal mediator. The union has never paid a dime in strike pay, never called on workers from other Prime Healthcare-owned hospitals or even workers from other hospitals in Newark to support Saint Michael’s workers.

Twin Towns, Minnesota

A month has passed since the expiry of the contracts for 12,500 nurses in the Minneapolis-St. Metropolitan area of ​​Paul. The Minnesota Nurses Association (MNA) has called only an information picket and remains silent on the status of contract negotiations.

Additionally, the contracts of some 2,500 nurses at Essentia and St. Luke’s Hospitals expired on June 30. Nurses at two other smaller regional hospitals in Moose Lake and Hastings also have contracts that recently expired, bringing the total number of nurses working without contracts in the Twin Cities area to 15,000. not even called a strike vote yet, calling instead for limited “information pickets” to let workers vent.

The MP is also working to keep the opposition led safely behind the Democratic Party. The “Keeping Nurses at the Bedside Act,” which has stalled in the state legislature, does not even address staffing ratios, but only establishes state-controlled “staffing committees” , who will do nothing to address the conditions nurses face.

San Diego, California

At Palomar Health in San Diego, 3,000 nurses and healthcare workers – who had voted 96% to strike – had their strike called off at the last minute by CNA and the Caregivers and Healthcare Employees Union (CHEU). They announced a sold-out tentative deal and rushed a vote, leaving workers little to no time to fully review the contract.

The union boasts of ‘strong’ health and safety ‘language’, the establishment of ‘committees’ where ‘RNs and caregivers meet with management to address patient concerns’. Creating these committees will do nothing to address the problem of insufficient staff-to-patient ratios, which allows burnout rates to increase and put patients at risk. The contract also provided for a paltry 10.25% “increase” in the minimum wage over the life of the contract, which works out to around 3.41% a year, well below skyrocketing rates of inflation.

Los Angeles, California

After a planned strike was called off at the last minute at Long Beach Medical Center/Miller’s Children’s & Women’s Hospital last Wednesday, the ANC was successful in pushing through a concession contract. As is common practice for the union, workers were unable to review the full text of the contract before the day of the vote.

Although the union has praised the contract for staff increases, there is nothing but the promise of a ‘professional practice committee’, an advisory body of nurses linked to the union which will hold meetings on the issue of staff shortages.

On June 23, 1,000 Los Angeles Kaiser nurses also began a one-day strike. Kaiser LA nurses have been working without a contract since September last year and report staff are so disastrous they are unable to treat patients safely and rarely take regular lunch breaks

Ann Arbor, MI

In Ann Arbor, Michigan, the contract for Michigan Medicine’s 6,200 nurses expired on June 30. Management at the University of Michigan-affiliated hospital is determined to impose a concession contract with wage increases that don’t keep up with inflation, relentless mandatory overtime. and an oppressive custody system.

After months of negotiations, the Michigan Nurses Association (MNA) and the University of Michigan Professional Nurse Council (UMPNC) did nothing to mobilize nurses’ strength, instead isolating nurses from other workers in the same hospital system as well as from nurses from other hospitals. across the state who suffer under the same conditions.

Nurses’ unions have tried to steer nurses’ opposition into dead-end appeals to millionaires and billionaires on the university’s board of trustees. Refusing to mobilize the force of the nurses, the UMPNC did not call for a vote to authorize the strike, warning its members that the management of the hospital will not shrink from its demands for concessions. Instead, they held an information picket on July 16, more than two weeks after their contract expired.

Sabra Health Care REIT, Inc. (NASDAQ: SBRA – Get an assessment) received a consensus recommendation of “Hold” by the eleven rating agencies that currently cover the stock, Market assessments reports. Six investment analysts rated the stock with a hold recommendation and five gave the company a buy recommendation. The 12-month average target price among brokers who have issued ratings on the stock over the past year is $16.06.

Several equity analysts have commented on SBRA shares. Credit Suisse Group raised its price target on shares of Sabra Health Care REIT from $14.00 to $15.00 and gave the company a “neutral” rating in a Monday, April 4 report. Capital One Financial began covering shares of Sabra Health Care REIT in a Friday, June 3 report. They issued an “equal weight” rating and a price target of $15.50 on the stock. StockNews.com began covering shares of Sabra Health Care REIT in a Thursday, March 31 report. They issued a “holding” rating on the stock. Mizuho moved shares of Sabra Health Care REIT from a “neutral” rating to a “buy” rating and lowered its price target for the company from $16.00 to $15.00 in a Wednesday 25 report. may. Finally, Barclays downgraded shares of Sabra Health Care REIT from an “overweight” rating to an “equal weight” rating and lowered its price target for the company from $16.00 to $14.00 in a report from the Monday April 18.

NASDAQ SBRA opened at $14.54 on Tuesday. The company has a current ratio of 3.60, a quick ratio of 3.60 and a debt ratio of 0.70. The company’s fifty-day moving average price is $13.27 and its two-hundred-day moving average price is $13.49. Sabra Health Care REIT has a 1-year minimum of $11.44 and a 1-year maximum of $19.01. The company has a market capitalization of $3.36 billion, a P/E ratio of -29.67 and a beta of 1.42.

Sabra Health Care REIT (NASDAQ: SBRA – Get an assessment) last released its quarterly results on Wednesday, May 4. The real estate investment trust reported earnings per share (EPS) of $0.18 for the quarter, beating the consensus estimate of $0.17 by $0.01. Sabra Health Care REIT posted a negative net margin of 18.28% and a negative return on equity of 3.15%. In the same quarter last year, the company achieved EPS of $0.39. On average, research analysts expect Sabra Health Care REIT to post EPS of 1.48 for the current fiscal year.

The company also recently disclosed a quarterly dividend, which was paid on Tuesday, May 31. Shareholders of record on Monday, May 16 received a dividend of $0.30 per share. The ex-dividend date was Friday, May 13. This represents a dividend of $1.20 on an annualized basis and a yield of 8.25%. Sabra Health Care REIT’s payout ratio is -244.89%.

A number of institutional investors have recently changed their positions in the company. The Alaska State Department of Revenue increased its stake in Sabra Health Care REIT by 0.6% during the fourth quarter. The Alaska State Department of Revenue now owns 149,160 shares of the real estate investment trust worth $2,019,000 after buying 897 additional shares last quarter. Cetera Investment Advisers increased its stake in Sabra Health Care REIT by 1.2% during the first quarter. Cetera Investment Advisers now owns 80,608 shares of the real estate investment trust worth $1,200,000 after purchasing an additional 919 shares last quarter. Xponance Inc. increased its stake in Sabra Health Care REIT by 2.9% during the fourth quarter. Xponance Inc. now owns 34,248 shares of the real estate investment trust worth $464,000 after purchasing an additional 957 shares in the last quarter. The Oregon Public Employees Retirement Fund increased its stake in Sabra Health Care REIT by 1.5% during the fourth quarter. The Oregon Public Employees Retirement Fund now owns 74,991 shares of the REIT worth $1,015,000 after buying 1,092 more shares last quarter. Finally, TownSquare Capital LLC increased its holdings of Sabra Health Care REIT shares by 4.8% in the first quarter. TownSquare Capital LLC now owns 23,975 shares of the real estate investment trust worth $357,000 after acquiring an additional 1,093 shares in the last quarter. Hedge funds and other institutional investors hold 91.61% of the company’s shares.

Sabra Health Care REIT Company Profile (Get an assessment)

As of March 31, 2022, Sabra’s investment portfolio included 416 properties held for investment. These include (i) 279 skilled nursing/transitional care facilities, (ii) 59 senior housing communities (senior residences – leased), (iii) 50 senior housing communities operated by third-party property managers pursuant to property management agreements (retirement homes – managed), (iv) 13 behavioral health facilities and (v) 15 specialty hospitals and other facilities), an asset held for sale, an investment in a lease-purchase, 16 investments in loans receivable (including (i) two mortgage loans, (ii) a construction loan and (iii) 13 other loans), seven investments in preferred shares and an investment in a unconsolidated joint venture.

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Nordea Investment Management AB increased its position in shares of Sabra Health Care REIT, Inc. (NASDAQ: SBRA – Get a rating) by 3.1% in the 1st quarter, Participation channel reports. The company held 550,620 shares of the real estate investment trust after acquiring an additional 16,663 shares during the period. Nordea Investment Management AB’s holdings in Sabra Health Care REIT were worth $8,254,000 at the end of the last reporting period.

Other hedge funds have also recently changed their positions in the business. Bank of America Corp DE increased its stake in Sabra Health Care REIT by 40.6% during the fourth quarter. Bank of America Corp DE now owns 335,561 shares of the real estate investment trust valued at $4,543,000 after acquiring 96,846 additional shares last quarter. State of New Jersey Common Pension Fund D increased its stake in Sabra Health Care REIT by 10.3% during the fourth quarter. New Jersey State Joint Pension Fund D now owns 298,512 shares of the real estate investment trust worth $4,042,000 after acquiring 27,980 additional shares last quarter. Wolverine Asset Management LLC increased its stake in Sabra Health Care REIT by 673.7% during the fourth quarter. Wolverine Asset Management LLC now owns 140,418 shares of the real estate investment trust worth $1,901,000 after acquiring an additional 122,270 shares last quarter. The New York State Teachers Retirement System increased its stake in Sabra Health Care REIT by 2.3% during the fourth quarter. The New York State Teachers’ Retirement System now owns 316,583 shares of the real estate investment trust valued at $4,287,000 after acquiring an additional 7,227 shares in the last quarter. Finally, Janney Montgomery Scott LLC increased its stake in Sabra Health Care REIT by 9.5% during the fourth quarter. Janney Montgomery Scott LLC now owns 95,632 shares of the real estate investment trust valued at $1,295,000 after acquiring 8,314 additional shares in the last quarter. Hedge funds and other institutional investors own 91.61% of the company’s shares.

SBRA action opened at $14.67 on Friday. Sabra Health Care REIT, Inc. has a 12-month low of $11.44 and a 12-month high of $19.01. The company has a current ratio of 3.60, a quick ratio of 3.60 and a debt ratio of 0.70. The company has a 50-day moving average price of $13.23 and a 200-day moving average price of $13.48. The stock has a market capitalization of $3.39 billion, a PE ratio of -29.94 and a beta of 1.42.

Sabra Healthcare REIT (NASDAQ: SBRA – Get a rating) last released its quarterly results on Wednesday, May 4. The real estate investment trust reported EPS of $0.18 for the quarter, beating analyst consensus estimates of $0.17 by $0.01. Sabra Health Care REIT posted a negative net margin of 18.28% and a negative return on equity of 3.15%. In the same quarter a year earlier, the company posted earnings per share of $0.39. Sell-side analysts expect Sabra Health Care REIT, Inc. to post EPS of 1.48 for the current year.

The company also recently declared a quarterly dividend, which was paid on Tuesday, May 31. Investors of record on Monday, May 16 received a dividend of $0.30 per share. The ex-dividend date was Friday, May 13. This represents a dividend of $1.20 on an annualized basis and a dividend yield of 8.18%. Sabra Health Care REIT’s dividend payout ratio is currently -244.89%.

SBRA has been the subject of several research analyst reports. Barclays cut shares of Sabra Health Care REIT from an “overweight” rating to a “weighted” rating and reduced its target price for the company from $16.00 to $14.00 in a Monday 18 research note. april. Credit Suisse Group raised its price target on shares of Sabra Health Care REIT from $14.00 to $15.00 and gave the stock a “neutral” rating in a Monday, April 4 research note. Capital One Financial began covering shares of Sabra Health Care REIT in a research note on Friday, June 3. They issued an “equal weight” rating and a price target of $15.50 for the company. StockNews.com began covering shares of Sabra Health Care REIT in a research note on Thursday, March 31. They issued a “holding” rating for the company. Finally, Mizuho moved shares of Sabra Health Care REIT from a “neutral” rating to a “buy” rating and lowered its price target for the stock from $16.00 to $15.00 in a note. research on Wednesday, May 25. Six equity research analysts gave the stock a hold rating and five gave the company a buy rating. According to MarketBeat.com, the company currently has a consensus rating of “Hold” and a consensus target price of $16.06.

Profile of Sabra Healthcare REIT (Get a rating)

As of March 31, 2022, Sabra’s investment portfolio included 416 properties held for investment. These include (i) 279 skilled nursing/transitional care facilities, (ii) 59 senior housing communities (senior residences – leased), (iii) 50 senior housing communities operated by third-party property managers pursuant to property management agreements (retirement homes – managed), (iv) 13 behavioral health facilities and (v) 15 specialty hospitals and other facilities), an asset held for sale, an investment in a lease-purchase, 16 investments in loans receivable (including (i) two mortgage loans, (ii) a construction loan and (iii) 13 other loans), seven investments in preferred shares and an investment in a unconsolidated joint venture.

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The US healthcare system is complicated, difficult to navigate, and can kill you if you’re not prepared, proactive, and knowledgeable. From finding good doctors to being able to afford medication, the hurdles can seem insurmountable.

So said David Wilcoxwho has spent nearly 30 years in a variety of hospital roles and recently authored a guide for patients, “How to Avoid Being a Victim of America’s Healthcare System.”

Wilcox, who holds a doctorate in nursing practice, has served as a staff nurse, critical care nurse, nurse administrator, hospital administrator, and has worked in healthcare technology. He believes his experience and inside knowledge can shed light on how patients can work for better outcomes when dealing with hospitals, insurance companies, drug manufacturers and medical staff.

I have interviewed Wilcox several times and edit these interviews to highlight information that may not be widely known and to help readers learn how to use this information to improve care and health outcomes.

Barbara Sadick: Recent studies have indicated that medical errors are the third leading cause of death in the United States, after heart problems and cancer. How can patients prepare before a medical procedure to reduce their risk?

David Wilcox: I have seen so many bad situations that could have been avoided if people had prepared for them by doing research. Always ask questions. Know exactly what a procedure entails, why it needs to be done, how quickly it needs to be done, and what recovery will entail. Remember that patients and doctors should be equal partners and that patients have the right to ask as many questions as they want or to refuse treatment.

Be sure to ask about doctors and hospital ratings. Good evidence-based sources are available to do this research (healthgrades.com for physician assessments and CMS.gov for hospital ratings). Don’t just “google” for information. There is a lot of misinformation on the internet. If you are lucky enough to know a nurse working at the hospital where you will be treated, ask which doctors are most popular. They’ve been watching and can tell you who consistently performs well and who should stay away.

A recent survey of nurse staffing companies indicated that more than a third of nurses plan to leave their current jobs by the end of the year. Additionally, the American Association of Critical Care Nurses says that about sixty-six percent of acute and critical care nurses plan to leave the profession altogether. In this overworked and understaffed profession where nurses are in short supply, patients may receive less careful hands-on care. The nurses have too many patients to treat at the same time. How can patients and families cope?

Patients who are able to do this need to ask a lot of questions. If they can’t, and even if they can, it’s wise to have a family member or friend who knows the patient’s situation to advocate. Patients and advocates should question anything and everything, including anything that looks or looks suspicious. Ask until you understand.

Medication errors occur in nearly five percent of patients. Before taking any medication, understand what it is and what it is for. This can be confusing because drugs have generic names and brand names. If the drug name begins with a capital letter, it is a brand name drug. If it starts with a lowercase letter, it’s generic.

Some of the medicines you are given in the hospital are the same as those you take at home. To reduce costs and if you have not been admitted to the emergency room, you have the right to bring your own medicines to the hospital, give them to the healthcare team and not have to pay fifteen dollars for a medicine against headaches.

Because nurses are overworked, you and your advocates should be friendly and polite, as this will get you better care. But if there is a problem, talk about it and ask questions. If you don’t get satisfactory answers, continue to insist or ask to speak to the nurse supervisor. If your nurse seems rushed and you can wait, ask her to come back when things have calmed down. It is a way to prevent medical errors. It’s not hard for an overworked nurse with too many patients to confuse one with another.

Every day, about one in 31 hospitalized patients has at least one infection acquired in a hospital or other healthcare facility, according to the Centers for Disease Control. What can patients and providers do to reduce this risk?

First, make sure everyone who enters the room washes their hands. This includes visitors, family members, doctors, nurses and other hospital staff. To prevent pressure sores, a patient should be turned or turned every two hours. Pillows should be placed between the legs to reduce pressure. The sooner a patient is safely discharged from the hospital, the less likely they are to be discharged with an infection.

You say Americans spent about $535 billion on prescription drugs in 2018. That’s twenty-five percent more than in 2010. Pharmaceutical companies have hiked the prices of their most prescribed drugs from forty to seventy-one percent between 2011 and 2015. here?

Pharmaceutical companies say they need to keep raising drug prices to raise money for research and development of new drugs. But the government, not the drugmakers, funds a lot of research, either directly through research grants or indirectly through tax breaks. State-funded research is your tax money at work, but you’re still being billed over and over again. Since 1930, the National Institute of Health has invested nine hundred billion dollars in research. Despite this, a typical consumer in the United States spends more on prescriptions than consumers in any other country.

Being the largest health insurer and payer in the United States, Medicare, if able, could buy in bulk and reduce the cost of drugs. However, it is against the law to negotiate drug prices. If allowed, it would drastically reduce the profits of drug company lobbyists who pay politicians. In the 2016 election, pharmaceutical companies spent sixty-two million dollars funding and influencing candidates.

Another little known fact is that drug prices vary from pharmacy to pharmacy. This is because insurance companies are unregulated and pharmacy benefit managers set the prices you pay using discounts and coupons that benefit both pharmaceutical and insurance companies. To find the best prices, you can use the resource guide, Dr. David helpsand compare the price of your medications to Good reception to ensure you pay the lowest cost.

Congress enacted the Health Insurance Portability and Accountability Act in 1996 to prevent access to sensitive patient health information without the patient’s knowledge or consent. Since then, healthcare technology has grown tremendously, and it’s not hard for your information to fall into the wrong hands. What should patients know to prevent this from happening?

When your health information becomes publicly available, there can be serious consequences. It can be used by insurance companies to deny you coverage. Be aware that genetic testing kits like 23 and Me and Ancestry.com can test for genes that influence your risk of developing certain conditions.

These companies anonymize your data and sell or give it to researchers who can then identify you again. Insurers often seek information that allows them to deny coverage. If, for example, your genetic information shows a predisposition to a serious chronic disease, it could cause a health or life insurance company to refuse to insure you.

Before you decide to inquire about your genetic profile or request genetic testing, think seriously about why you want the information and what you are going to do with it when you get it.

The Consumer Financial Protection Bureau reports that in 2021, American consumers owed more than eighty-eight billion dollars in medical debt. The figure is probably higher because not all debts are reported to consumer agencies. What should people do when they find themselves owing out-of-pocket expenses for health care?

Many Americans are living in crisis from a health emergency. If you find yourself in a position where you pay out of pocket for medical care, speak with a hospital finance office. You may be eligible for complete forgiveness of your debt or you may come to an arrangement to pay it off over time.

If you make a good faith agreement with the hospital and pay anything, regardless of the amount, on a regular schedule, your creditor cannot turn your bills over to a debt collector. But don’t miss a single payment. If a debt collector obtains this information, it will affect your credit rating.

Never take out a loan or use a credit card to pay off your debt, as this will cause you to take on more debt in interest charges. Negotiation is the key.

Recent analysis by the Commonwealth Fund shows that the United States ranks only seventeenth in the world in terms of efficiency, results and equity of health care, despite spending significantly more than others rich countries. Do you see that changing?

In our current fee-for-service system, the health care provider only makes money when a patient shows up sick, so there’s no incentive to keep you healthy. In a value-based model of care administered by an Accountable Care Organization (ACO), physicians receive a set amount each year for your care. If you become ill and end up in hospital, your doctor will have to pay additional costs. It’s an incentive for doctors to keep you healthy, and while some doctors are part of these ACOs, hopefully we’ll see healthcare continue to move in that direction.

The rapid increase in the elderly population and the increase in chronic diseases are driving global growth.

The global home healthcare market is expected to reach $298.2 billion by 2026, from $198.9 billion in 2021, according to a new market research report by MarketsandMarkets™, which provides quantified B2B research.

This represents an increase of 8.4% over the forecast period.

Major factors driving the global growth of this market include rapid growth in the elderly population, increasing incidence of chronic diseases, increasing need for cost-effective healthcare benefits due to rising costs of healthcare and technological advances in home healthcare devices, the report says. .

In 2020, North America, consisting of the United States and Canada, dominated the global market, followed by Europe.

According to the report, North America’s large share in the global home healthcare market is attributed to the growing prevalence of chronic diseases, high healthcare expenditures, high disposable income, poor healthcare infrastructure superior health and the growing geriatric population.

In 2019, there were 703 million people aged 65 and over in the world and this number is expected to reach 1.5 billion by 2050. In addition, the number of people aged 80 and over is expected to triple from from 143 million in 2019 to 426 million by 2050. , according to the United Nations Department of Economic and Social Affairs.

“The growth of this segment of the population will drive demand for healthcare and significantly increase the burden on governments and healthcare systems, as the aging population is more prone to chronic diseases,” the report states.

“This will prove favorable to the home healthcare market. Home health care reduces unnecessary hospital admissions and readmissions as well as travel time and costs to meet with health care professionals,” the report states.

Based on the products, the home healthcare market is segmented into three areas:

1. Therapeutic products
2. Testing, screening and monitoring products
3. Mobility care products.

In 2020, the therapeutic segment accounted for the largest share of the home care products market.

According to the report, the increased prevalence of chronic diseases, such as kidney failure, respiratory diseases, diabetes and cancer, has increased the demand for therapeutic home healthcare equipment.

On the basis of service, the home healthcare market is classified into seven areas:

1. Skilled nursing services
2. Rehabilitation therapy services
3. Hospice and palliative care services
4. Unskilled care services
5. Respiratory therapy services
6. Infusion therapy services
7. Pregnancy care services

Skilled nursing services, which provide a comforting alternative to stays in a hospital, nursing home or assisted living facility, accounted for the largest market share in 2020, the report said.

Favorable insurance coverage for skilled nursing services is expected to support the growth of this market over the forecast period, according to the report.

Few voters had direct experience with hallway medicine or Canada’s world-famous wait times before the pandemic. Lockdowns have changed everything. The health policy failure went from fear-filled headlines to a tangible crisis that everyone could feel.

A failure calls for a better policy or a new policy to fill the gaps. Planners and policy writers are racing to come up with solutions: surgical centers, reallocation of funds, redesigned models of care, and more.

A new policy, however, cannot fix the old policy, unless we know why the old one failed in the first place. Most policies fail in implementation, and not because of bad design. Moreover, we can only close policy gaps if we understand why they exist. Gaps form around constraints and incentives, not a lack of creativity. The political environment dictates viable policy options.

How a system works has more to do with how it is governed than with the political ideas at play. Failure to implement, constraints and incentives all fall within the larger framework of governance. Governance and policy overlap, but they are different.

To fix health care, we must start with governance: how do we make decisions? Who can make them? If we don’t, a new policy will produce the same results.

Politics to the rescue

Take the example of surgical centers. Surgeons and specialists unite to build a non-hospital and ambulatory surgical facility. Each center offers a specific basket of specialized care, for example ophthalmological, orthopedic or endoscopy services. Surgical centers can provide comfort, convenience, quality and efficiency that hospitals struggle to match.

Surgical centers exist all over the world. They are not new. In Canada, we have been trying for decades to take care out of hospitals. We want to save money and shorten waiting lists. Why aren’t Canadian cities littered with surgical centers?

Current incentives and constraints make surgical centers impractical and expensive. Currently, hospitals provide nursing care, equipment and use of the facility. Doctors use it all but don’t pay for it, making non-hospital facilities a hard sell. On top of that, billing rules, regulation of independent healthcare facilities, licensing of necessary laboratory and imaging services, and a host of other restrictions all weave together into an environment. policy intolerant of independent institutions (funded by the state).

We don’t need a surgical center policy. We need research on why surgical centers don’t exist in the first place and what to do about it.

Thomas Sowell, American economist and author, once said, “The most important decision about every decision is who makes the decision.

Sowell developed this in his book, Knowledge and Decisions: “The most fundamental question is not what decision to make but who should make it – by what processes and under what incentives and constraints, and with what feedback mechanisms to correct the decision if it turns out to be wrong.”

Before making a change, every hospital administrator should ask themselves, “Who should be in the room?” Dramatic new politics will fail even more dramatically if you ignore governance. Informal governance may matter even more. The decision makers are often not the ones on the organizational chart: colleagues influence by personality without title or function.

Governance eats politics for breakfast

Peter Drucker, the legendary management consultant, once said, “Culture eats strategy for breakfast. We can say the same thing about health policy: governance eats politics for breakfast.

Dr. Dave Williams, former astronaut and NASA executive, served as CEO of Southlake Regional in Newmarket. He said, “We don’t know who runs the hospital.” He was making an observation, not a complaint. “Compared to what I’m used to, it’s difficult to get things done.”

Without clarity and fidelity to best practices, governance will drift. Sowell, again, summarizes this:

Even within democratic nations, the center of decision-making has moved away from the individual, the family and voluntary associations of all kinds, towards government. And in government, it has moved away from elected officials subject to voter feedback, and towards more isolated institutions of government, such as bureaucracies and the appointed judiciary.

Is this a problem in Canada? Brian Lee Crowley, CEO of the Macdonald-Laurier Institute, thinks so. Governance drift leads to a central design – a temptation for all political parties.

In his book, Gardeners and Designers: Understanding the Great Fault Line in Canadian Politics, Crowley expands on how gardeners approach governance. A gardener prepares the ground, removes waste, provides support and tends to progress. Gardeners celebrate the surprise inherent in what grows and blooms. They are not managing growth for a specific policy outcome that they have designed in advance.

Designers dream of improving healthcare. Gardeners ask the most important question: how can we grow good ideas? A gardener approach to governance leaves a lot of essential work (gardening) to government. It empowers the people closest to the problem and leaves the design, experimentation and implementation to them.

We cannot try to “fix” health care with a new policy. Without good governance, the new policy will struggle to be implemented like all old policies. We must first do the first things. Governance eats politics for breakfast.

The local healthcare industry had its challenges before a pandemic swept the world two years ago.

As the summer of 2022 approaches, HR directors and department heads are finding it even harder to find the people who can deliver basic services.

This is especially difficult for small facilities such as the Sisters of Charity of Seton Hill, where it is increasingly difficult to entice enough people to work and to cover staff vacations. The Greensburg-based congregation offers a variety of education, health care, and social service programs.

“How do you explain to your residents that you are only going to shower once a week instead of twice?” said Kathy Carulli, director of health care services for the Sisters of Charity nursing department. “We’re not like McDonald’s or Burger King.”

The organization tried to emphasize retention by boosting staff morale, positive reinforcement and “little bonuses,” said Carulli of North Huntingdon.

“Recruitment has been difficult since covid. There was a shortage of nurses before that, but when covid hit people were leaving the nursing profession in general, and we just don’t know where everyone went.

According to Becky Bostick, assistant director of dietetics for the Sisters of Charity, employees are entitled to a week’s vacation.

“We don’t have staff to cover vacations,” Bostick said of Greensburg. “It gets a bit hectic on some days, but we managed it.”

Excela Health, Westmoreland County’s largest employer, is facing similar issues as jobs have outnumbered people, so those looking now have more choice than ever, according to Heidi Henckel, head of talent acquisition at Excela.

“You can go up and down (Route) 30, and everybody’s hiring,” Henckel said. “The competition has definitely widened for us because it seems like a lot of organizations are hiring young people.”

According to Laurie English, senior vice president and chief human resources officer, Excela is currently hiring about 90 to 100 people per month, but staffing has remained “very fluid.”

“Obviously, we’re no different from other employers…when it comes to coping with labor market pressures,” said English. “We may hire 50 people but have 40 furloughs in the same amount of time due to retirement, furloughs, outside job opportunities and other catalysts.”

No shows

Sister Mary McCauley, housekeeping and laundry manager at Sisters of Charity, said sometimes people say they will come and not show up for work.

Carulli said she believes the “vast” number of opportunities and types of jobs available to people affect their engagement, especially young people.

“Unfortunately that means for us…a lack of work ethic because they think, ‘Well, if I don’t like my job here, I can just quit here and go tomorrow,’” said Caruli.

In the past, Carulli said, parents pushed their kids more to stick to commitments, especially jobs.

“The work ethic just isn’t what it used to be,” Carulli said. “The world is their oyster right now – they can find jobs anywhere.”

A 2021 study by Mercer examining the evolution of healthcare labor markets over the next five to 10 years found that the rate of retirement of primary care physicians will increase over the next five years. .

“Currently, about 12 percent of family, pediatric, obstetrics, and gynecology physicians are 65 years of age or older and are considered ‘retirement eligible,’” the study says. “By 2026, this number will increase to 21%, and more than 32,000 doctors will reach retirement age. »

Other job gaps are created when registered nurses leave for agency work and internal employees move to vacant positions within Excel, English said.

“Every sector of the economy is feeling the negative effects of the current labor market dynamics,” said English. “As far as our pay scales are concerned, we strive to be competitive in the market.”

According to the Mercer study, by 2026, it is estimated that nearly 23,000 primary care physicians will leave the profession permanently, leaving a “vacuum of demand for primary care providers.”

The demand for nurses will also increase by at least 5% over the next five years, according to the study, and during this period “more than 900,000 nurses will leave the profession permanently”.

“In addition to retirements, employers will need to hire more than 1.1 million nurses by 2026,” the study said. “If current trends continue, 29 states will not be able to meet the demand for nursing talent.”

Pennsylvania is expected to experience the largest nursing shortages in the United States during this period, according to the study.

Katelyn Printz, Excela’s human resources director, said she believes all companies experience staff shortages and can cause competition in the hiring process.

“I would say that historically I think what drove the market was people’s pure interest (in) what they wanted to do from an employment perspective…and I think now the market has changed a bit as the price of jobs is driving the interest in certain markets now,” Printz said.

The change has encouraged companies to heed recent calls to increase starting salaries and provide more benefits to stay in the market for new hires, Printz said.

“Unfortunately, I think all of the local businesses in Westmoreland County, we kind of compete with each other price-wise,” Printz said. “It’s a struggle for everyone, and I think it’s going to continue to be a struggle.”

Vermont Business Magazine Richard Caplan of Deerfield Valley Real Estate met with Southwestern Vermont Health Care (SVHC) President and CEO Thomas A. Dee, FACHE, to showcase proceeds from a fundraising event held on Saturday, March 5, 2022 at the Hermitage Club in Wilmington, VERMONT. The event was sponsored by Caplan and his wife Laurie of Deerfield Valley Real Estate and by Richard Messina, Founder, President and CEO of The Benchmark Company, a New York-based investment bank, and his wife and Pam Brocius.

“Hermitage and Messina club members and my guests have been so generous with their support during this event,” Caplan said. “We are proud of fundraising. It was a huge success.”

The event raised over $18,000, which was split between the Deerfield Valley Rescue Team and the health system. Funds donated to the health system will be used to support the renovation and expansion of the emergency department at Southwestern Vermont Medical Center.

“We are so grateful to community-minded business owners like the Caplans and Messinas for bringing their friends and neighbors together to support local health services,” Dee said. “Giving and the genuine enthusiasm that drives it furthers our mission of exceptional care and comfort for the people we serve.”

About SVHCs:
Southwestern Vermont Health Care (SVHC) is a preeminent, comprehensive health care system that provides exceptional, convenient, and affordable care to communities in Bennington and Windham counties in Vermont, east of Rensselaer and Washington counties in New York and north of Berkshire County in Massachusetts. The SVHC includes the Southwestern Vermont Medical Center (SVMC), the Southwestern Vermont Regional Cancer Center, the Centers for Living and Rehabilitation, and the SVHC Foundation. SVMC includes 25 primary and specialty care practices.

Southwest Vermont Health Care is one of the most popular small rural health systems in the country. He is the recipient of the American Hospital Association’s 2020 Rural Hospital Leadership Award. Additionally, SVMC was ranked fourth nationally for the value of care it provides by the Lown Institute Hospital Index in 2020 and has received five-time Magnet® recognition from the American Nurses Credentialing Center for l excellence in nursing. The healthcare system is fortunate to have the support of platinum-level corporate sponsor Mack, a leading provider of contract manufacturing services and plastic injection molded parts based in Arlington, VT.

BENNINGTON, VT—June 15, 2022—Southwestern Vermont Medical Center

This post was co-authored by Jena Doom, Ph.D., and Greta Hoffman, BA

The COVID-19 pandemic has increased rates of anxiety and depression around the world. In the first nine months of the pandemic, rates of depression and anxiety among Americans were six times higher than they were in 2019 (Coley & Baum, 2021). From the start, healthcare workers (eg, doctors, nurses, community health workers) have been on the front lines of this pandemic, bearing physical and psychological burdens. Many studies have reported that healthcare workers are at higher risk for burnout, mental exhaustion, insomnia, anxiety, depression, and PTSD symptoms (e.g., Talevi et al., 2020 ).

Healthcare workers who work directly with COVID-19 patients not only have a greater risk of exposure to the virus, but are also more likely to experience psychological distress due to witnessing repeated deaths and patients with serious illnesses. They must comfort patients when their families are not allowed to visit them. Additionally, some healthcare workers have chosen to leave their homes to protect their families, removing them from their own support system. These negative experiences often impact men and women differently.

Women make up nearly 70% of the health care sector, and research shows that health care workers who are women are at greater risk of mental health issues during the COVID-19 pandemic than men (Wenham et al. al., 2021; López-Atanes et al., 2021). A study looking at the mental health of Italian healthcare workers during the COVID-19 pandemic found that women had greater symptoms of depression and PTSD than men (Di Tella et al., 2020). A similar study in Spain found that female healthcare workers were at higher risk of psychological distress than their male counterparts (López-Atanes et al., 2021). In Wuhan, China, researchers found that female healthcare workers were more anxious than their male counterparts (Liu et al., 2021).

Specific challenges for female health workers

Many factors may contribute to the higher rates of mental health problems among female health care workers. Female healthcare workers have more difficulty accessing personal protective equipment (PPE), and the PPE available is tailored to the male body. This ill-fitting equipment may also increase the risk of exposure to COVID-19 among female healthcare workers (Hoernke et al., 2021).

Additionally, pregnant or breastfeeding healthcare workers are, in many cases, not receiving the additional PPE and resources they need in a hospital during a pandemic. For example, some pregnant healthcare workers have had to continue to see patients directly despite the increased risk of complications from COVID-19, and many nursing rooms have not been cleaned regularly or properly during the pandemic ( Wenham et al., 2021).

Psychiatric history is a risk factor for experiencing greater psychological distress due to the pandemic, which is concerning for women given high rates of basic mental health conditions. One of the reasons that a history of mental illness may be a risk factor is that healthcare workers may not receive adequate mental health support, even after experiencing mental health issues in the past. .

A study in Brazil highlighted how racial inequality contributed to greater psychological distress among female healthcare workers. In this study, black women reported having less access to PPE and training, as well as experiencing more workplace harassment compared to white women (Wenham et al., 2021). Additionally, racist and xenophobic violence against Asian Americans has increased during the pandemic, creating a greater threat to the safety of Asian American women who were healthcare workers (Gover, 2020). Women are also more likely to experience the economic impacts of COVID-19 (Wenham et al., 2020).

At the start of the pandemic, during stay-at-home orders, gender-based violence escalated (Dlamini, 2021). Calls to domestic violence hotlines increased by 27% in Brazil in 2020 (Bastos et al., 2020). These poor home environments can contribute to mental health issues among female health care workers.

The gender pay gap in health care can also threaten mental health. When women are paid less than their male counterparts, they are much more likely to suffer from depression or anxiety (Platt et al., 2016). Female healthcare workers are also more likely to experience negative side effects due to more irregular work schedules compared to their male counterparts, which can lead to higher levels of burnout and more mental stress. physical and professional.

Women are also underrepresented in leadership positions in national and global healthcare organizations, despite making up the majority of the healthcare industry. This lack of representation may lead leaders to ignore how the pandemic affects men and women differently in public health policy decision-making (Leung et al., 2020).

Potential policy and public health solutions

Policy makers and public health officials would benefit from viewing the COVID-19 pandemic through a gender lens to understand how the disease affects individuals differently. This gender lens could help reveal greater gender inequalities in order to identify the most effective policy and public health responses. With women making up the majority of the health care sector, it is important to focus research on their experiences in order to reduce the growing mental health problems among female health care workers. By first recognizing that women are more likely to experience psychological distress from the COVID-19 pandemic than men, additional mental health resources and other targeted interventions can be provided to these healthcare workers. .

There is no simple solution to address gender inequalities in health care. However, we can take some steps to improve the experience and mental health of female healthcare workers during the pandemic:

1. Have regular training on gender sensitivity and biases focused on the health care environment.
2. Provide sufficient mental health resources accessible to all health care workers, with specific resources for women.
3. Provide resources for victims and survivors of domestic violence.
4. Provide female-friendly PPE and provide additional support for pregnant and breastfeeding healthcare workers.
5. Reduce the gender pay gap in health care by increasing pay transparency and implementing equitable scheduling practices.
6. Increase women’s leadership in the healthcare and public health communities.

South Korea’s healthcare sector is breaking down physical barriers with the rise of the metaverse and its core technologies – virtual reality and artificial intelligence.

As the COVID-19 pandemic has limited most offline interactions over the past two years, metaverse technologies that ultimately envision a shared virtual space where people can interact with each other and perform realistic activities and tasks have been put forward.

Unlike the traditional healthcare industry that requires physical contact or human-to-human exchange, healthcare startups inspired by cutting-edge technologies are expanding diagnostic fields.

Local startup Looxid Labs has developed Lucy, a medical assessment and training system that uses AI and virtual reality technologies to detect early signs of cognitive disorders, such as dementia and Alzheimer’s disease.

Since October, the company has operated a mobile diagnostic center called Lucy Bus that can visit elderly people to test their cognitive abilities. By using a sensory VR headset to play immersive cognitive games, the headset can measure their working memory, attention level, and spatial perception by examining their behavioral and neurophysiological responses such as brain waves.

The VR sensory headset also offers a training mode that can help prevent cognitive impairment in the elderly.

Lucy Bus (Looxid Laboratories)

“Lucy is mainly used for people aged 50 or over. Lucy Bus provides tour services for senior citizens who reside in the countryside and have little access to public transportation,” said an official from Looxid Labs.

According to the official, Lucy headsets are in use at 46 locations in Seoul and Busan, most of which are local dementia centers and senior welfare centers. In January, Lucy received the Health and Wellness Innovation Award at the Consumer Electronics Show in Las Vegas.

Metaverse technologies are also used for the training of medical personnel.

Newbase, a company specializing in the development of medical metaverse simulation platforms, has devised programs to provide more real-world training opportunities for those wishing to work in the medical field.

Using a VR sensory headset and a mobile app, the company offers simulations such as checking patients’ Glasgow Coma Scale – a clinical scale used to measure a patient’s level of consciousness. person – and learning about case triage, the process of determining which patients receive treatment and care services based on their clinical condition.

Screenshot of Newbase NurseBase virtual medical training platform (Newbase)

Newbase’s other programs give budding medical personnel the opportunity to practice giving injections, managing hygiene and learning how to put on and take off protective equipment correctly.

According to the company, simulation offers more real training opportunities as it provides instant feedback based on decisions made by players. Users don’t have to worry about real patient safety or privacy issues during the trials and the simulations also reduce the amount of single-use medical resources, he added.

The medical simulation platforms have been used at 405 institutions across the country, including Seoul Women’s College of Nursing and National Sunchon University, the company said. Newbase announced last week that it had secured 4 billion won ($3.18 million) in a Series A investment.

In addition to medical training, metaverse technologies can also be used to teach the general public about common, but crucial, medical procedures such as cardiopulmonary resuscitation or CPR.

Tetra Signum offers CPR training using artificial intelligence and virtual reality technologies with its device called Meta CPR 1.0, a digital kiosk connected to a CPR manikin and a head-mounted display that the user wears. According to the company, the program can increase the effectiveness of CPR lessons because it gives accurate assessment and data analysis of how CPR is performed.

A Tetra Signum official told the Korea Herald that the company was looking to break into overseas markets because it had conducted clinical trials with medical institutes in the UK and the US. The company is also developing a CPR platform for young children as well as a mass CPR training solution, according to the official.

Student firefighters practice CPR with mannequins using virtual reality technology at the National Fire Service Academy. (Tetra Signum)

“The current Meta CPR 1.0 is intended to perform CPR on adults. But other countries have shown interest in teaching young couples how to properly perform CPR for children. South Korean police and fire authorities asked for ways to train more trainees with our solution, as the current headset only allows one-to-one training,” he said.

The manager added that the company aims to provide a CPR solution that does not require a kiosk or head-mounted display so it can deliver the training wherever and whenever.

The metaverse technologies used to expand the possibilities of the healthcare sector are not limited to diagnostics and medical education, however, according to Choi Jae-yong, president of the Korea Metaverse Institute.

“Home training can be done through the metaverse. You could run on a treadmill at home and train with friends in a shared virtual space using VR devices. It would produce better exercise effects. The metaverse and healthcare industries can only benefit from each other,” Choi said.

The government announced in January that it would invest a total of 45 billion won to support 300 startups in the remote industry, including the metaverse sector. In particular, the Ministry of Health and Welfare said it would focus on companies with medical training and metaverse clinical platforms, while the Ministry of Food and Drug Safety said that would support developers of non-contact medical devices and in vitro diagnostics. Medical equipement.

By Kan Hyeong-woo (hwkan@heraldcorp.com)

For immediate release: June 9, 2022 (22-080)

Contact: Sharon Moysiuk, Communications 360-549-6471
Public Inquiries: Health Systems Customer Service 360-236-4700

out of state

Oregon: In May 2022, the Caregiver Program billed the Certified Caregiver Julia J. Black (NC60393654) with unprofessional conduct. The charges state that Black had a romantic and sexual relationship with a client and accepted money from that client to pay for part of his car.

Texas: In April 2022, the Board of Nursing charged Yangmotso Bhutia Antso (LP60196601) with unprofessional conduct. Antso, whose LPN credential has expired, allegedly attempted to obtain a registered nurse degree without acquiring the necessary training. Antso also allegedly misrepresented the facts during an investigation by the Board of Nursing.

Note to editors: Health care providers accused of unprofessional conduct have 20 days to respond in writing to the Department of Health. The case then enters the settlement process. If no disciplinary agreement can be reached, the matter will proceed to a hearing.

The DOH website is your source for lots of information. Find us on Facebook and Follow us on twitter. Subscribe to the DOH Blog, Link to public health.

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What happened

Shares of Sabra Healthcare REIT (NASDAQ: SBRA) jumped 20.2% in May, according to data provided by S&P Global Market Intelligence. The health-focused real estate investment trust (REITs) reported its first quarter results and completed a large-scale acquisition last month.

So what

Sabra Health Care REIT reported strong first quarter results in May. The Healthcare REITs continued to collect rent despite the lingering effects of the pandemic. In total, it has collected 99.5% of its projected rents since the start of the pandemic. The company also reported that occupancy trends at its skilled nursing properties remain healthy despite some initial headwinds related to the omicron variant of the coronavirus.

Image source: Getty Images.

The REIT also reported improvements in its managed senior housing portfolio. Revenue per occupied room (RevPOR) improved by nearly 6% over the past year for serviced residences. Meanwhile, RevPOR at independent residences was up more than 1% year over year.

Sabra has also taken steps to expand its portfolio. It purchased a managed senior housing community from its development pipeline for $26 million in the first quarter. In May, the company completed the purchase of a portfolio of high-quality seniors housing in Canada with a joint venture partner Housing for the elderly in Siena. The partners have paid a total of $236.5 million for 11 senior housing communities that Sienna will operate.

In other news last month, Sabra Health Care REIT received an upgrade from Mizuho analyst Vikram Malhotra. He raised his rating from neutral to buy while setting a price target of $15. Malhotra believes that the occupancy rate should continue to improve. He also performed a sensitivity analysis which shows that Sabra can continue to cover its 8.6% dividend.

However, not all analysts are so optimistic. Capital one analyst Daniel Bernstein reinstated coverage on the stock in early June. He set his quote at equal weight while lowering his price target from $18 per share to $15.50. Bernstein lowered his view as he remains cautious about the pace of recovery in the skilled nursing sector.

Now what

While Sabra Health Care REIT continues to face pandemic-related headwinds, conditions in the senior housing sector are improving. For this reason, the REIT should be able to maintain its large dividend. That makes it an attractive option for investors willing to take on a bit more risk for the higher yield and upside potential of the senior housing sector’s recovery from the headwinds it has faced during the pandemic.

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When we last left John Horgan and his province’s health issues, the premier of British Columbia was throwing an f-bomb at the Legislative Assembly out of frustration.

It was a few weeks ago. Things haven’t improved much since then.

It’s a story to watch in Canada, as BC’s primary care system finds itself “reeling” – Mr. Horgan’s word, not mine – on the brink of calamity. If that sounds like too strong a word, consider some of the things that have happened recently.

There has been a wave of resignations among health care workers in northern British Columbia, including half of the doctors in intensive care units at the region’s largest hospitals. These doctors presented their resignation in sign of frustration at the overwork and understaffing in hospitals in the region.

There is already a well-documented shortage of doctors, not only in the North, but almost everywhere in the province. More than a million British Columbians do not have a family doctor, and tens of thousands of new people are pouring into the province each year, compounding the problem.

It put Health Minister Adrian Dix in the spotlight and led to tense exchanges this week in the legislature, the same legislature where his boss Mr Horgan swore in response to the heckling from the benches of the opposition. The Prime Minister blamed the whole mess on a lack of resources and pressured Prime Minister Justin Trudeau to give more money to the provinces for health care funding.

The provincial government has set aside $6 million to hire more health care workers in the northern region of the province alone. Dix also said the government was funding 600 new nursing posts at provincial universities, with a particular focus on meeting urgent needs in the north and interior. But the reality is that there is a shortage of nurses across British Columbia

Last week, 16,000 health care workers were on sick leave, the highest percentage in the north and interior of the province. Many of them refused to go to work for fear of catching COVID-19. However, many are simply exhausted after two years of the pandemic.

Nursing is already a tough enough job. Add to that a pandemic and the abuse that many medical professionals have faced over the past two years and many wonder if this is really the job for them. Many doctors ask themselves the same question.

It’s a mess.

And this represents a huge political problem for the Horgan government – a real crisis for which there is no easy solution.

Dix says the province has added 30,000 health care workers to the system over the past five years. Liberal Leader Kevin Falcon disputes that figure, saying Statistics Canada figures show there were 10,084 fewer healthcare workers in provincial hospitals in February this year, compared to the summer of 2017.

Mr. Dix’s office says Mr. Falcon’s numbers don’t reflect changing job classifications, yada, yada.

The quarrel over the numbers does not change the realities on the ground. The province has seen emergency departments forced to close due to a lack of staff. BC has the longest average wait times in the country for walk-in clinics, which are increasingly relied upon by people without a family doctor. Currently, that average wait time in British Columbia is 58 minutes. In Victoria, it’s 161 minutes. The average in Canada is 25 minutes.

The government has had difficulty recruiting health care workers due to the high cost of living, especially in Metro Vancouver. Yes, the weather may be good, but you’ll probably never own a house and the rents are incredibly high. Not exactly something you want to put on a recruiting poster.

It’s hard not to feel some sympathy for the government, as this issue has been in the making for years. Dix’s ministry has established 27 urgent and primary care centers across the province since taking office in 2017. It’s likely the biggest investment ever in this area of ​​the health care system. And yet, things still seem to be at a crisis level.

And it’s not something that can be fixed quickly.

It takes years to educate and train a nurse. It takes even longer to educate and train a doctor. It doesn’t help that a lot of people who go into medicine choose not to become a family doctor because, frankly, they can make a lot more money in other areas of health care.

As the pandemic slowly recedes, the BC government faces a dilemma that is just as – if not more – vexing than a virus that only replicates once every hundred years.

And the health care crisis in the province will likely last much, much longer.

We have a weekly Western Canada newsletter written by our British Columbia and Alberta bureau chiefs, providing a comprehensive package of news you need to know about the region and its place in the issues facing Canada confronted. register today.

“Long waits, limited services and restricted hours,” is how Keremeos resident Shaun Adams described the current state of the health system in the village.

The South Similkameen Health Center in the Okanagan Village is open Monday through Saturday from 8 a.m. to 6 p.m., but is closed nights and Sundays.

“There are no doctors available, we can’t get doctor’s appointments in this town. And so, this place doesn’t meet the needs of the community at all,” Adams said.

“And a month-long wait just to get into a lab for a blood test already – that’s inefficiency, not the fault of the already hard-working staff.”

According to Interior Health, outside of the health center‘s current hours, residents should call 911 or go to one of three nearby emergency departments – Penticton, Princeton or Oliver – which are each approximately 40 minutes.

“If you have a heart attack or stroke after hours or on a Sunday, you have no hope of being served at this establishment. You have to call 9-1-1 and hope for the best,” Adams said.

Interior Health said it’s important to note that critical patients are often redirected to higher level care centers in the region.

The South Similkameen Health Center is facing a staffing crisis that has impacted wait times.

The number of doctors at the center dropped dramatically after the province introduced a mandatory COVID vaccination policy for healthcare workers last year.

2:03
Residents of Keremeos worried about restricted emergency hours

Mayor of Keremeos, Manfred Bauer, said the staffing shortage goes beyond just doctors.

“Like so many other municipalities in British Columbia, we’re going through the same staffing shortage issues — (the) pandemic has certainly contributed to that,” Bauer said.

“It’s a bigger problem. It’s not just the shortage of doctors, (it’s) nursing… lab techs, addiction mental health counselors.

The mayor said that while the staffing shortage is a concern, the village is actively working to find solutions.

“Maybe easier access to school, maybe financial incentives so that people entering this field (not) are stuck with big debts when they get out,” Bauer said.

“(We) are already trying to do incentives in terms of how can we provide supportive housing for these kind of (medical staff). We are looking at the big picture, but of course, as a small community, we rely on the province to do the major work.

2:36
The population of Keremeos is the oldest in the Similkameen-Okanagan

A federal judge hearing a lawsuit against the state’s COVID-19 vaccine mandate for healthcare workers has ruled in favor of a motion filed by two media companies challenging the plaintiffs’ anonymity.

U.S. District Court Chief Judge Jon D. Levy on Tuesday issued a 13-page ruling that requires previously anonymous plaintiffs to file an amended complaint — containing their names — by June 7. Governor Janet Mills and the State of Maine are named as defendants in the case.

“After carefully weighing the relevant factors, I conclude that the plaintiffs have failed in their heavy burden of demonstrating the need to overcome the strong presumption favoring public access to civil proceedings, as required for them to continue under a pseudonym,” Levy wrote in her decision.

The motion to uncover the identity of the plaintiffs was filed by the two companies that own the Portland Press Herald, the Kennebec Journal, the Morning Sentinel and the Lewiston Sun Journal.

The newspapers, mentioned in the court documents as intervenors, argued that the plaintiffs should not continue to be allowed to proceed under a pseudonym because “the plaintiff’s alleged fear of harm no longer outweighs the public interest in open judicial proceedings”.

The plaintiffs are Maine healthcare workers who, in August 2021, challenged a change in state law that requires employees of Maine’s designated healthcare facilities to be vaccinated against COVID-19. The plaintiffs’ reason for refusing the vaccine “is rooted in their religious objection to abortion and their assertion that fetal stem cells were used in the development of COVID-19 vaccines,” the court documents state.

Levy explained that at the start of the trial, he allowed the healthcare workers to proceed anonymously after arguing that their reasonable apprehension of harm outweighed the public interest in open litigation. Levy said he reserved the power to reconsider.

In Tuesday’s ruling, Levy said “the plaintiffs’ religious beliefs and their resulting medical decisions not to be vaccinated against COVID-19, whether considered separately or together, are not material in matters of privacy so important that they warrant pseudonymous proceedings”.

“In the final analysis, however, there is a near total absence of evidence that their expressed fears are objectively reasonable,” Levy wrote. “In this case, it has not been demonstrated that the privacy interests of the plaintiffs outweigh the public interest associated with the presumption of openness that applies to civil proceedings.”

Liberty Counsel, the conservative group representing the plaintiffs, argued that Maine must offer a religious exemption for vaccines because it offers a medical exemption. The rule treats people who seek religious exemption less favorably, supports the freedom advocate, and therefore violates their right to freely practice their religion.

It was unclear Tuesday night whether the plaintiffs planned to appeal Levy’s decision.

Federal judges at every level — the United States District Court, the 1st United States Circuit Court of Appeals in Boston, and then the United States Supreme Court — refused to block the entry into force. warrant while the courts considered the merits of the case. Liberty Counsel, a conservative group that represents plaintiffs, then filed a motion for writ of certiorari, seeking a full briefing and oral argument before the Supreme Court. The motion was denied in February.

The mandate took effect in October and major health care providers reported at the time that most workers had decided to get vaccinated and keep their jobs. The case is different from the legal battle over the federal vaccination mandate for private company employees.

Maine has not allowed hospital and nursing home workers to opt out of injections for religious reasons and all nine plaintiffs, according to Levy, must now identify themselves demanded that option.

” Previous

In recent months, Americans’ anxiety about inflation has grown steadily. A Gallup poll coordinated in March noted that 17% of Americans believe the high cost of living and inflation are a significant issue, up from just 8% in January. For people approaching retirement, there are planning considerations to make as prices continue to rise – most notable, given the significant cost to retirees, is that of health care.

Although inflation can drive up the prices of prescriptions and medical supplies in the short term, health care costs get ahead long-term inflation, regardless of market conditions. This means that future retirees should plan ahead and include health care costs in their overall financial plan.

Estimated costs

According to a model Vanguard developed with Mercer Health, even with Medicare, average health care costs can reach over $5,000 per year. In my work with clients, I typically focus on health care planning when an individual or couple is five to 10 years away from planned retirement. This advanced planning can allow someone to develop a thoughtful approach to preparing for – and ultimately paying for – future health care costs.

A few years before retirement, start thinking about the logistics of the retirement timeline. For example, if a person plans to retire at age 62 but will not be eligible for Medicare until age 65, they will need to determine how they will cover their health care expenses for three years. For some, they might consider joining their partner’s health insurance plan (if the partner is not retiring at the same time), going with COBRA, or finding a short-term insurance plan to cover the ‘difference. Alternatively, it could mean tapping into liquid assets or an HSA to pay for healthcare expenses before Medicare coverage kicks in.

Then, map planned expenses from the start and develop a corresponding savings plan to meet future goals. Medicare.gov provides useful information on eligibility and premium estimates. Vanguard also provides personal advisor services to customers, such as a healthcare cost estimator that forecasts healthcare and long-term care expenses.

Assess family history

Health considerations, such as family medical history, longevity expectations, and current health status, are equally important for timing logistics, as these factors can influence your choice of Medicare coverage. Of course, the concept of planning for a potential health scenario can be emotional. However, a forward-looking approach, guided by a financial advisor, can limit the need to make abrupt and difficult decisions in the midst of a health crisis.

A possible additional expense – not covered by Medicare – is the need for long-term care. The peak conditions that often drive the need for long-term care include dementia, stroke, Parkinson’s disease and osteoarthritis. Evaluate family history long before retirement and determine if long-term care might be an expense worth considering.

The need for long-term care can be a financial “wild card” since some clients may not need it during their lifetime. I work with clients to brainstorm hypothetical situations as this can determine appropriate health care goals linked to a financial plan:

• “Are you planning to move in retirement?” Some locations (like the West Coast and the Northeast) may have higher health care costs.
• “Will someone take care of you as you get older?” If the answer is yes, it will offset the costs. However, without the support of a spouse or child, it likely means the need for outside resources, which can be costly.
• “Where will I feel most comfortable as I get older? » It could be the difference between home nursing care, a shared room in a nursing home, or private resources in a more expensive facility.

Don’t forget the financial “compromises”

In addition to assessing family history and calculating potential future health care costs, it is important to understand the financial trade-offs that will come into play over the various decades. For example, many retirees in their 60s see part of their retirement income fund travel or new hobbies. As retirees age and this activity declines, there is a natural trade-off in spending – money that once funded a golf habit can now be directed towards prescription costs. It is important to keep these financial concessions in mind, as retirement income will naturally fluctuate during the different seasons of life.

Health care is only one piece of the retirement planning puzzle. And, as prices continue to rise in this space, making plans years before retirement is key to ensuring long-term financial security.

COLUMBUS, Ohio — The trauma of the past two years during the pandemic has reminded us to be cautious. This is especially true for older people and their families.

As the COVID-19 situation in Ohio appears to have finally come to a head, older adults still remain at higher risk for chronic diseases, illnesses, and injuries. This is especially true for older people who have been hospitalized. As we return to more normality, it will be essential to respect the wishes of older people and give them more health options.

Home health care is a safe, effective, and preferred care setting available to Medicare patients after discharge from hospital for chronic or acute illnesses and injuries. In cases where an older adult requires ongoing care after being hospitalized, research has found that they are more comfortable, independent, and safe in their home environment. Survey data also shows that 94% of Medicare beneficiaries prefer to recover safely at home if you are given the option.

While home care is an option for some Ohio seniors, that’s not true for all, especially seniors who have limited support at home. This underscores the need to improve home care services for this unique patient population.

To fill this gap, help modernize America’s post-acute care system and create more options for seniors, a bipartisan group of lawmakers in Congress introduced a bill to expand home health care for the elderly as an alternative to skilled nursing facilities, if clinically appropriate for the patient. If enacted, the Choose the Home Care Act (S. 2562/HR 5514), will provide more Medicare patients with the ability to receive expanded home health services after hospitalization. Choose Home will also allow eligible Medicare beneficiaries to receive extended patient care services such as skilled nursing care, personal practical care, physical therapy, medical social services and medical supplies.

This program also enjoys strong support, as it is well recognized that home-based health care can improve the quality of life and overall well-being of recipients and their families. Many stakeholders — from patient advocates to clinicians to providers — have expressed support for this bill and are urging Congress to move quickly to pass it.

Not only will Choose Home help patients and caregivers, it will also help taxpayers. According to the Ohio Association of Area Agencies on Aging, the average monthly cost of home health care services is approximately five times lower than the average cost of nursing home care. An independent research firm estimated that the Choose Home program could generate annual Medicare savings of $121 million to $222 million, which would translate to up to $4.8 billion in savings over 10 years at the national level, assuming an increased participation rate of 50% by the fifth year. Savings like this will help extend the solvency and sustainability of the Medicare program.

It is time to prioritize and diversify the delivery of care within our health care system. As the number of older people continues to grow, from 2.6 million to 3.37 million projected in Ohio by 2030it is essential to modernize the Medicare program to meet the needs of patients, while allowing them to choose their preferred setting for receiving health care.

Fortunately, congressional lawmakers have recognized this urgent need. I salute the Washington lawmakers who supported expanding access to home health care and approved the Choose Home Care Act, including U.S. Representative Troy Balderson, a Republican from Zanesville.

It’s important to Ohio voters ask their legislators to co-sponsor this bill so that elderly patients and their families have more options for the care that best suits their personal needs. Please join me in urging our entire Ccongressional delegation to co-sponsor this bipartisan, pro-senior Medicare legislation.

Joseph Russell is the executive director of the Ohio Board for Home Care and Palliative Care.

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