swiss made watches from maurice de mauriac in zurich switzerland? it is time to buy a nice swiss made watch for christmas 2010. Wrist watches from switzerland from a great swiss made watch brand.
Maurice de mauriac is the only swiss made watch producer in zurich switzerland.
Sonntag, 26. Dezember 2010
Swiss made Christmas Gift 2010
Donnerstag, 16. September 2010
Dienstag, 7. September 2010
Montag, 6. September 2010
Swiss made Christmas Gift 2010
swiss made watches from maurice de mauriac in zurich switzerland? it is time to buy a nice swiss made watch for christmas 2010. Wrist watches from switzerland from a great swiss made watch brand.
Maurice de mauriac is the only swiss made watch producer in zurich switzerland.
Freitag, 27. August 2010
Donnerstag, 26. August 2010
Replica Watches or real swiss made watches?
Obviously, watches have almost become an indispensable part of people¡¯s life nowadays, with Swiss-made-watches being the coveted target. Yet, it is impossible for everyone to buy a new watch of world-famous brand. As a result, the value of second-hand watches slowly comes to light.
As a matter of fact, second-hand watches enjoy much popularity for their irreplaceable advantages over brand-new watches. Although they may look a bit old in appearance, their quality and durability are by no means to be questioned. Valued second-hand watches, especially limited edition ones, are becoming increasingly popular as people pay more and more attention to watches of famous brands.
The basic reason many people choose second-hand watches is that those watches can enable them to reduce expenditure. As we all know, the price of second-hand watches is far less than that of the corresponding new watches. For ordinary consumers,spending a high amount of money to buy a new watch will inevitably disturb the balance between income and expenditure. So the choice of buying a second-hand watch instead could be counted as the wisest decision.
Next, the use value of these watches is the same as that of new ones. At this point there can be no dubiety. The function of these two kinds of watches is entirely the same, which ensures second-hand watches to reach the requirements of consumers in the current watch market.
In addition, used watches have very good collect value, especially some classical watches that will no longer be manufactured. They could also bring unbounded joy, excitement and enthusiasm for collectors. Moreover, sometimes second-hand watches even increae in value as time goes by.
Finally, the commercial effect brought by selling second-hand watches could in no case be undervalued. Take China market for example, it was reported that a man earned tens of thousands of yuan by selling two Rolex second-hand watches in HongKong. In fact, he bought them in Hangzhou for less than 68 thousand yuan each, but sold them at a high price of more than 100 thousand yuan each in Hong Kong market.
To sum up, second-hand watches have a huge market not only for their own irreplaceble advantages over new ones, but also for the huge commercial interests they can bring to investors.
Article Directory Source: http://www.articlerich.com/profile/joe-taylor/102522
Dienstag, 24. August 2010
www.findlaw.com law search engine
U.S. Supreme Court Opinions
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Montag, 23. August 2010
Freitag, 20. August 2010
Hotels Berlin
Berlin is a famous city of culture, politics, media, and science. Its economy is primarily based on the service sector, creative industries, media corporations, and congress and convention venues. Important industries of Berlin include IT, pharmaceuticals, biomedical engineering, biotechnology, optoelectronics, traffic engineering, and renewable energy. A few recommended Luxury Hotels in Berlin:
Quartiermommsen6 Hotel Berlin has modern amenities in every guestroom. The basic amenities, unlike in other luxury hotels, business center, and pets allowed. For guests to relax, the hotel offers a variety of facilities even including garden. Like other places in Germany, extra decorations are not necessary, and simple style is the primary feature here.
With a modern look, Schoneberg Apartments Berlin hotel is perfectly located for both business and relaxation at Berlin. Being one of the high quality hotels in Berlin, guests staying at this hotel will find peace and the feeling of togetherness. Like any hot hotels in the world, you need to reserve early to keep yourself the ideal room.
At Ferienwohnung Loschmidtstrasse Hotel all guest rooms are equipped with hair dryer, television, bathtub, shower, microwave, kitchenette. Modern comfort and convenience are naturally to ensure the guests' satisfaction. Though not much luxury environment and services, the expenses may surprise you a bit. Make sure you check the rate before arrive in a rush.
Vip Suite Berlin is one of the best hotels in Berlin. Just as the name shows, the hotel tries to suit guests' utmost needs by providing modern comfort. In-room facilities include non smoking rooms, air conditioning, ironing board, television, bathtub, microwave, kitchenette, elevator, disabled facilities, hotel/airport transfer, business center.
With a cheap price starting from $82, Innside Premium Hotel Berlin is actually one of the most popular hotels in Berlin. Who said the expensive must the best? Innside Premium Hotel Berlin offers you prime services with affordable prices. The Innside Premium Hotel Berlin is near the center of the city, within short distance from Alexanderplatz, O2 Arena, the East Side Gallery, Ostbahnhof railway station and airport. Each of the 133 guestrooms at the four star Innside Premium Hotel Berlin offers minibars, satellite television, showers, daily newspapers, wifi, and in-house movies.
The Regent Hotel Berlin is probably the most satisfying hotel at Berlin with a rate starting from $92. The hotel has unique and rich history. The Regent Berlin strives to integrate the traditions with exclusive luxury. The elegant rooms have a view of the Gendarmenmarkt, one of the most beautiful squares in Berlin. In this hotel, high-class fish and seafood specialties. The critically acclaimed chef was awarded with a Michelin star just six months after opening. What is more, through the use of extravagant materials, marble for one, and special features, such as walk in showers, the bathrooms become paradises.
Hotel Palace Berlin is located very close to the Zoological Garden, the KaDeWe shopping area, and the Memorial Church. Potsdamer Platz is just minutes away. Amenities include banquet rooms, ballroom, pool, massages, body treatments, spa, and much more. The Hotel Palace Berlin is in the center of the city, near to many famous attractions.
Berlin, the largest German city, would be a spectacular touring spot. This city has endless attractions for tourists to enjoy. A single day is absolutely not enough, but you can find many wonderful Berlin Hotels to stay in.
TopHotels4u.com is a leading website for comparing hotel prices worldwide. Click Here Now to find Luxury Hotels Berlin and Compare Their Prices.
Article Source: http://EzineArticles.com/?expert=Anna_Regal
Mittwoch, 18. August 2010
Montag, 16. August 2010
Art Switzerland
ブラウズ: ホーム / イベント, ニュース / 誰もがキュレーターである
誰もがキュレーターである
によって ローマン に 13/08/2010
Starkartで次のプロジェクトは3ヶ月のパイロットテストです.
アイデア: 芸術と商業の間の活発な意見交換.
アート様々なショップ、地域内の 4 置く, 彼らはそこに、したがって人々の日常生活にすぐにエントリを見つける, ここに移動. 同じ時間と引き換えに、製品はこれらの店からのアーティストによって選択される, Starkartの展示スペースに運ば, としてインストールされ、アートのコンテキストに示すように.
この交換は驚くべき接続を可視化, 以前隠されていた.
ネットワークから, 圧縮と展開の現象のための新しい機会を作成します。.
類似性とコントラストが有形ている. 議論が行われている, しきい値が減少している.
アート展示スペースでは消費のために別のアプローチが有効になり.
ストアのプラットフォームに芸術のための開発している. 日常生活にアートの直接統合,
日々のインスピレーションと創造性に強い影響力を持つ.
オープニング土曜日 4 9月から 17:00 時計
登録参加者として:
まで、少なくとも 1 9月 2010
誰もが登録することができますでもない輪になっている場合 4 生活.
登録および詳細については電子メールの件名"Kreis4ator"が送信とinfo@starkart.ch. メールのみフルコンタクトの詳細する必要があります: 名, 電話, アドレス, 電子メールのアーティストとどのオブジェクトが表示されますショップ. それはすべて. にアップ 4 セブン : )
art basel 2011
Sonntag, 15. August 2010
Seo Schweiz
Do you need a seo in switzerland for organic search?
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in switzerland.
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Swiss made watches
All of us know that, Swiss-made watches are the most famous watches in the world. There are many famous Swiss luxury watches brands. Many people prefer Swiss-made watches very much. If you wear a Swiss watch, you are considered as fashionable and stylish. Especial the latest watches are most popular among people. However, the stylish and fashionable watches are sold at heavy price tags. People who are not wealthy enough have no choice but to stand away from those expensive watches.
It is no doubt that the quality of Swiss watches is excellent and the skills are sophisticated. Most Swiss watches are made of costly materials, such as jam, diamond, and carbuncle and so on. All of these reasons result in high prices, and only wealthy people can afford them. A famous watch usually cost thousands of dollars. It is really too expensive to those people who rely on monthly salary. They need to send more than six months of their salary for buying a original watch. It seems that is a little crazy.
It is no doubt that the demands of watches are very huge. How can common people own Swiss watches? Is there any watch that cost a little but looks the same as authentic one? Then replica Swiss watches turned up. Many manufacturers started to imitate those famous watches. The industry of replica watches is glowing very fast.
With the development of imitation techniques, there are multitudinous models of Swiss replica watches in the market. These replica watches are well followed to original ones. They are stylish and up-dated. The most important, they are cheap and quality. These watches are not made of costly materials, but their qualities are really good. Replica watches have the same styles and surface as original watches. Its price is from $100 to $400, which most of us can afford. If you like, you can purchase several pieces to match with your different clothes.
Do you want to join into fashionable group? Swiss replica watches will be your best choice.
Article Source:
swiss made watches
Seo
Seo Consultant? Seo Consultant for video marketing, rss and seo marketing online.
We boost your organic traffic with seo. Consultant for seo marketing usa/switzerland.
Seo is a good option to drive more organic traffic to your webshop or website.
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Donnerstag, 12. August 2010
california healthcare foundation
Introduction:
Since the events of September 11, 2001 and the further highlighting of the state of our National vulnerability as demonstrated by the issues raised in the response to Hurricane Katrina in 2004, The Federal Government has focused enormous resources in developing a National Response Framework, Establishing National Preparedness Goals and implementing a National Incident Management System. However, in the midst of all of these changes and improvements, the Nation Disaster Medical System has been tossed like a ping pong ball from the Department of Health and Human Services (HHS) to FEMA, and then Subordinated to the Department of Homeland Security when FEMA was integrated into that new organization, and then tossed back to the Department of Health and Human Services as of January 1, 2007. During this time, publically released documents continue to claim the NDMS has the capacity to respond to National Disasters. This article will look into the foundations of the NDMS, its current standing, and its capacity to respond to the California Earthquake scenario developed by FEMA, in conjunction with the State of California, in 1980.
Background:
After viewing the destruction wrought by the eruption of Mt. St. Helens in Washington State in May 1980, President Carter became concerned about the impacts a catastrophic earthquake in California, and the state of readiness to cope with the impacts of such an event. He directed that the National Security Council conduct a review of the state of preparedness of the Nation to meet such an event. FEMA determined that "the Nation is essentially unprepared for the catastrophic earthquake (with a probability greater than 50 percent) that must be expected in California in the next three decades" (Federal Emergency Management Agency, 1980). Casualties projected for this type of event ranged between three thousand and twenty three thousand dead, and between twelve and ninety-one thousand requiring hospitalization (based upon 1980 census data). The ranges were based upon the location of the epicenter and the time of day that the incident struck. The California Office of Statewide Health Planning and Development (OSHPD) recently found that nearly half of hospital floor space that needs retrofitting to meet current codes and comply with a 2013 state seismic safety deadline is in buildings that are considered vulnerable to collapse during a major earthquake (California Health Care Foundation, 2007). Current FEMA Scenario planning estimates that nearly two thirds of the Hospital Beds in Los Angeles, Orange, Riverside, and San Bernardino County will be non-functional (Science Daily, 2008). Based upon this estimate, a service population of approximately ten million, and that the United States presently maintains 3.6 Hospital Bed per 1000 people (Nationmaster, n.d.); this equates to a loss of approximately 24,000 patient beds, which for the most part are occupied with chronic and or acute patients, as well as the infrastructure to support them. These facilities would simultaneously be experiencing a surge of new patients presenting as a result of the injuries sustained from the Earthquake event. Even assuming occupancy rates of only 60% (low for the industry) approximately 14,400 patients would be displaced and require discharge, inter-facility transfer or evacuation outside the impacted area, without regard to the casualties that were generated by the event.
In 1981, President Ronald Reagan established the Emergency Mobilization Preparedness Board to develop a national medical response system (Kramer & Bahme, 1992). The board consisted of representatives from the Federal Emergency Management Agency (FEMA), the Department of Defense (DOD), the Veterans Administration, and the Public Health Service of the Department of Health and Human Services. This Board developed the National Disaster Medical System (NDMS); which was established by Presidential Directive in 1983. Originally conceived as a partnership to respond to the scenario of large numbers returning military personnel who were injured in an overseas conflict to an overwhelmed Continental United States (CONUS) military medical system; the NDMS was never activated to fulfill this original mission (Franco, E., Waldhorn, Inglesby, & O'Toole, 2007).
The mission of the NDMS evolved to create a system whereby civilian hospital beds, in non affected areas, could be used in the event of a disaster within the U.S. and Disaster Medical Assistance Teams (DMATs) who could respond to the impacted areas of a disaster (National Association of DMATS, n.d.). Prior to the NDMS, the assets available to fulfill these type missions were the one thousand-nine hundred and thirty Civil Defense Emergency Hospitals that had been pre-positioned throughout the country by 1964. The Civil Defense Emergency Hospitals, later renamed Packaged Disaster Hospitals, were 200 bed mobile hospitals based on mobile military hospitals that used the same federally procured military equipment. These hospitals were equipped with supplies for 30 days of operations. According to the 1964 DOD Office of Civil Defense Annual Statistical Report; "the Civil Defense Emergency Hospital (CDEH) is an austere but completely functional 200-bed general hospital designed to be set up within an existing structure such as a school, church, or community center. They required 15,000 square feet of floor space which permitted the separation of wards, operating rooms and other functional sections. The staffing requirement was for 316 personnel, including 10 physicians, 4 administrators and assistants, 34 professional nurses, 18 practical nurses, 6 anesthetists, 2 pharmacists, 128 medical aides and 124 other personnel, including dentists, laboratory technicians, X-Ray technicians, maintenance engineers, clerks, helpers, messengers, and housekeepers to be drawn from local resources" (Civil Defense Museum, n.d.). A little more than one half (25%) of the Civil Defense Emergency Hospitals pre-positioned in 1964 could conceivably have provided a total of 100,000 patient beds, with a staffing requirement of about 150,000 personnel. This number of beds exceeds the worst case scenario of developed by FEMA in 1980.
The NDMS System:
Presently the National Disaster Medical System has fifty-five Disaster Medical Assistance Teams. A Type I DMAT team is able to muster a 35 person roster in 4 hours, has 105 or more deployable personnel assigned including 12 physicians, has a Full Federal DMAT Cache of Equipment and Supplies, and is able to triage and treat 250 mixed category patients per day for three days. The DMAT is not and does not operate a field type hospital, but with augmentation from the national strategic stockpile and with additional personnel being recruited (local survivors with the needed skill sets), they can provide the Triage and Emergency room functions of a field type hospital with the patient holding capacity being provided by a co-located Federal Medical Station. The Federal Medical Station requires a team of 100 personnel and can sustain 250 stable primary care patients who require bedding services (U.S. Department of Health & Human Services, n.d.). Therefore, the maximal number of patient beds that the NDMS system can generate, providing that there was at least one Federal Medical Station (FMS) per DMAT team, and that all DMAT teams were at Type I readiness would be 13,750 patent beds, with a staffing requirement of 11,275 personnel. This number of beds does not even address the 14,400 patients would be displaced and require discharge, inter-facility transfer or evacuation outside the impacted area, without regard to the casualties that were generated by the event.
The rationale behind the apparent lack of concern for the additional 90,000 plus patient beds required for the worst case scenario presented is the over 110,000 pre-committed patient beds from the 1,800 participating National Disaster Medical System fixed facility hospitals. Community, teaching and trauma Hospitals across the nation have joined with the National Disaster Medical System, through Memorandums of Understanding, to make available their empty patient beds in times of disaster. Like the military combat medial delivery system, patients are to be evacuated out of the impacted (combat) area to the safe and secure Zone of the Interior (ZI).
The Challenges:
The challenge for this scenario is that the aero-medical and ground evacuation assets required to perform a mission of this magnitude are scarce. Mission planning factors for the aero-medical evacuation of a maximum of 6,000 patients a day from Iraq during Operation Just Cause accounted for 97% of the aero-medical evacuations assets available to the United States Military. Further, the actual mission accomplishment of 12,632 patents being evacuated on 671 Aero-medial flights averaged less than 20 patents per airframe (Green, n.d.). Thus, at this density, to evacuate even 50,000 patients would require 2500 airframes. Even assuming 250 flights per day, it would require ten days time to evacuate 50,000 patients. Other forms of transportation can also be used, such as railroad and bus assets; but these assets are not pre-configured, and the patients would require beds until such coordination was completed. It is reasonable to expect that a significant number of patients would not be able to be evacuated until at least ten days after the incident and therefore disaster level patient care beds should be planned for as they will be required to maintain the patients until evacuation assets became available.
To further confound the premise of evacuating the majority of patients requiring hospitalization to the Zone of the Interior is the harsh reality that patients must be first stabilized before they can be safely evacuated. Using techniques such as delayed closure, external fixation and the like, definitive care of some orthopedic and surgical patients can be delayed, without a significant increase in morbidity and with the attendant savings of the logistics overhead of providing the required supplies to perform these procedures in the austere medical environment expected within the impacted area. However, stabilization of internal injuries (crush) and other medical conditions must be attained before an aero-medical staging facility, or other evacuation management site will clear a patient for further evacuation. The general rule for military medical evacuation to the zone of the interior has been that the patient was expected to remain stable with onboard care supplies for at least 24 hours. In the case of an overwhelmed medical system within the impacted area, an evacuation policy that facilitated short haul evacuations for further stabilization to the closest medical facilities outside the impacted area could be envisioned; however, these facilities would likewise need to be transfer and evacuate their patients further into the zone of the interior. Additionally, to avoid becoming overwhelmed themselves, and lose their ability to receive new patients from the impacted area for lack of patient beds, they too would need to be augmented by resources from the National Disaster Medical System.
The Reality:
This returns our discussion to the present DMAT teams within the National Disaster Medical System. Unfortunately not all DMAT teams are at the TYPE I level of readiness. In fact, according to David G.C. McCann MD, Former Chief Medical Officer of FL-1 DMAT since 2003, a 2008 Senior Policy Fellow in Homeland Security at George Washington University's Homeland Security Policy Institute, and Current Chair of the American Board of Disaster Medicine (ABODM), the "NDMS is being marginalized as DHHS (Department of Health and Human Service) prepares to upgrade the Commissioned Corps of the USPHS (United States Public Health Service) to serve as the "first-line" in disaster response" (McCann, 2008). To support this assertion Dr. McCann reflects that the number of voluntary members of the DMAT teams has dropped from over 7000 to about 5,000; that the contract that provided the training to DMAT members that was required for teams to be certified as being Type I expired October 31, 2005 and has not been renewed or replaced (University of Maryland, Baltimore County, 2005); that despite a budget increase of 6.3% for FY08 over FY07, teams have had their budgets significantly reduced and their administrative officer is forced to maintain the team's credentials and records on little over 20% of the budget he had last year. Further, he asserts that there had been a complete freeze on hiring new NDMS personnel lasting over 2 years; consequently, "Maybe 10% of the 55 teams are at Type 1". According to the RI-1 DMAT team Deputy Commander, Tom Lawrence, their team is one of the 31% of all NDMS team assets that have reached Type I readiness, and that they are also "very short on nurses" (Rhode Island Hospital, 2008).
Bill Hall, Spokesperson for the Department of Health and Human Services disputes Dr. McCann's claims; he says the department remains "fully committed" to NDMS. "We are not closing down or eliminating teams. In fact, for fiscal 2009, HHS is proposing a $7 million increase for NDMS". The commanders of six Florida-based DMATs posted a letter online on the National Association of DMATS website (Kruschke, et al., 2008) saying they had "confirmed through multiple independent sources" within the department that HHS officials are "engaged in a systematic plan to deemphasize" NDMS and to replace DMATs with new PHS Commissioned Corps Health and Medical Response (HAMR) teams; but Hall insisted that the HAMR teams will play a "complementary role" to DMATs. "Nobody is being replaced". (Garza, 2008)
Regardless of the validity of the claims made by either the Commanders of the Florida DMATS or the Spokesperson of the Department of Health and Human Services, it becomes readily evident that the current status of the DEMAT teams within the National Disaster Medical System is sub optimal. In a presentation on their website targeting elected officials, the National Association of DMATS express their concern over the HAMR teams, Budget Issues, the loss of Warehouse Space, Inability to use Team owned equipment, Training, and Delays in Application Processing. They close their remarks with the statement "NDMS team members feel we are less prepared now to respond to a disaster than before Hurricane Katrina. This is a direct response to action taken by ASPR to dismantle NDMS. As the primary disaster medicine response agency we feel our elected leadership must look into the problems facing NDMS and the citizens of the United States who are the potential victims of the next disaster, natural or man-made" (National Association of DMATS, n.d.) .
In September 2008, The National Biodefense Science Board (NBSB) provided feedback to the U.S. Department of Health and Human Services on the review of the National Disaster Medical System (NDMS) and national medical surge capacity as required by the Pandemic and All-Hazards Preparedness Act (PAHPA) and as specified by Paragraph 28 of Homeland Security Presidential Directive (HSPD)-21. (National Biodefense Science Board, 2008). The report, marked confidential was available on the open web. It made thirteen recommendations which have been condensed and listed below:
1. Strategic Vision: NDMS...does not represent an overall system to provide for the medical needs of patients at a time of national need.
2. DEVELOPMENT OF AN NDMS / ESF-8 ADVISORY GROUP: The establishment of ongoing civilian advisory groups for the National Disaster Medical System.
3. MONITORING AND DOCUMENTING NDMS IMPROVEMENT; previous studies have identified opportunities for improvement in the NDMS... there does not appear to be an organized methodology to track and monitor attempts to address these identified issues.
4. MEDICAL RESPONSE PERSONNEL: To achieve full staffing and operational status for all NDMS response teams... An improved, streamlined application process for DMAT membership is necessary. A training curriculum should be developed, adopted and implemented.
5. NDMS FIELD PERSONNEL CAPABILITY AND GAP ANALYSIS: Consideration should be given to improving the NDMS personnel capability especially in terms of volunteers' conflicting obligations and time to respond, for multiple specified national scenarios.
6. DEFINITION OF THE NDMS PATIENT: The definition of what constitutes an "NDMS patient" should be reviewed and expanded for the purposes of reimbursement.
7. REFINEMENT OF PATIENT MOVEMENT CONCEPT OF OPERATIONS: The ability to implement an effective, smooth mass evacuation of patients from an impacted area remains an unresolved issue.
8. NDMS ELECTRONIC MEDICAL RECORD (EMR): Although the advantages of the EMR are many... Its use must not compromise the efficiency of the healthcare providers in the field.
9. IMPROVED COMMUNICATION WITH STATE/LOCAL REPRESENTATIVES: Serious consideration should be given to returning the DMAT program to its original intent of first building local and state capability, and then exporting these volunteer resources through the NDMS for federal assistance to other parts of the country impacted by a disaster.
10. DEVELOPMENT OF IMPROVED NDMS STANDING CAPACITY: Serious consideration should be given to establishing improved alliances between NDMS and the public/private healthcare sector to provide assistance in field care, patient transport and definitive patient care.
11. FEDERAL REGULATIONS: Criteria should be developed in advance to specify when health-related federal regulations (e.g. HIPPA) should be considered for temporary suspension.
12. OVERALL NDMS FUNDING: It is clear that the funding level for NDMS is inadequate to support even the current level of the NDMS operation.
13. The Department of Health and Human Services is requested to respond to these recommendations in writing during their summer 2009 Public meeting.
Conclusion: The materials presented herein clearly show a National Disaster Medical System that is not ready to respond to an earthquake of major magnitude in California. The NDMS system can currently be safely called broken, and the challenge of the next administration is to address these issues in a timely manner before the system needs to be called upon to respond to the medical needs of our citizens during a major or catastrophic event.
Selected References:
California Health Care Foundation. (2007, January 18). Nearly Half of California Hospitals Unprepared to Meet Deadlines for Seismic Safety. Retrieved October 15, 2008, from California Health Care Foundation Press: http://www.chcf.org/press/view.cfm?itemID=129513
Federal Emergency Management Agency. (1980, November). An Assesment of the Consequences and Preparations for a Catastrophic Californis Earthquake: Findings and Actions Taken. Retrieved September 24, 2008, from The Project Gutenberg: http://www.gutenberg.org/files/18527/18527-h/18527-h.htm
Garza, M. (2008, May). Special Report: DMATS in Danger? Retrieved October 15, 2008, from JEMS.Com: [http://www.jems.com/news_and_articles/articles/jems/3305/dmats_in_danger.html]
Kruschke, G., Hendrickson, B., Wrona, N., Ketchie, K., Caprio, J., Parker, L., et al. (2008, February 1). Florida Commanders Letter. Retrieved October 15, 2008, from National Association of Disaster Medical Assistance Teams: [http://www.nadmat.org/File/FLCommadersLetter.pdf]
McCann, D. G. (2008, February 4). NDMS: Do not Go Gentle into that Good Night. Retrieved October 15, 2008, from The National Emergency Management Summit; Agenda Day One, Monday Febriuary 4, 2008: http://www.emergencymanagementsummit.com/past2008/agenda/day1.html
National Association of DMATS. (n.d.). Presentation to Elected Officials. Retrieved October 19, 2008, from National Association of DMATS: [http://www.nadmat.org/index.cfm/m/5/dn/Presentation] to Elected Officials/
Dan A. Niederman FAEM
Lieutenant Colonel, Medical Service Corps
United States Army Reserve, Retired
Article Source:
california healthcare foundation
Healthcare Online Blogs
Online Health Care Degrees encompasses studies in the management, treatment and prevention of illness, or the rise thereof, in the community. Connected professions include the medical sciences, pharmaceutical, dental, nursing laboratory/ clinical science as well as allied HC- professions (these are clinical HC professions distinct from those aforementioned e.g. professions such as radiology, abortion, midwifery, massage etc). Allied HC professionals work in a health care team to make the health care system function.
Modern HC industry
Health care careers are on the rise. The baby-boomer generation from the 40's through the 60's (some 80 million+ individuals in North America alone) are now getting older, and the added requirement to provide health care for a booming population has caused the HC profession to skyrocket into one of the largest and most vital of service industries. Such is the importance of HC to the world today (with health related issues increasing in numbers with old age) that many related qualifications require less than a year to attain- as compared to a few decades ago when health care education took years to complete.
Online HC education
Mature students and professionals wishing to undertake education and training in any of the fields in HC today have a host of options when it comes to learning online while juggling their families and jobs. There are over 5000 degrees, associate degrees and certifications (accredited) for allied HC professions now available online from some of the 2000 institutions that Health care education online. Allied HC education is also the most popular field of education pursued online as well, with many professionals using such courses to attain CME credits or to diversify their practice portfolios.
Web 2.0 and podcast for online healthcare (1)
Online healthcare education is now being delivered using the following means;
Web 2.0 basically means the modern internet, where students can interact with the information and other people, i.e. through blogs, webcasts, web-desktop and social networking sites (like facebook).
Podcasts are basically a way of broadcasting/ distributing information to multiple users through the means of video/ audio files and electronic copies of documents or slides which are usable on mp3/mp3-video players (not necessarily iPods as the term may suggest).
The Podcasts and Web2.0 based (blogs or RSS feeds) methods can be use to record audio-visual lectures or digital instructions of any kind and can be distributed both manually and automatically to a cell phone, PC, MP3 Player or laptop with as little hassle as possible; these lectures will allow students the luxury to go to work, attend to personal details of even relax and take time off, while still being able to progress in their coursework easily.
References
Podcasting and web 2.0 implications for healthcare. Lecture by Dr. Rodney B Murray
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Notice: Publishers are free to use this article on an ezine or website provided the article is reprinted in its entirety, including copyright and disclaimer, and ALL links remain intact and active.
Frank Johnson is a staff writer for SchoolsGalore.com. Find online healthcare education and online healthcare training degrees, as well as other Colleges, Universities, and Vocational online schools at SchoolsGalore.com, your resource for higher education.
Article Source:
healthcare online blogs
global health professionals
Modern and contemporary medical practices are dynamic and challenging, offering those who are involved within the industry an exciting career. The development of new technologies and treatments provide for a vibrant future with the advancement of new therapies and techniques which will not only involve drugs, but those evolving from research into electronics, genetics, nanotechnology and molecular biology.
A career in medicine offers those in the profession the prospect to provide an essential public service through the diagnosis, treatment and management of illnesses. Additionally, expectations from the public are also increasing as to the role that healthcare professionals provide in the form of social and emotional support to their patients. Although there are numerous areas of specialisation, there are a number of proficiencies and characteristics that all individuals in medical jobs must possess, including: competence, integrity, responsibility, caring, advocacy, compassion and commitment.
Not only does healthcare provide intrinsic rewards for those employed in the industry, achieved through the self satisfaction of helping others in need, but it is also extrinsically rewarding in respect to monetary remuneration and the doors it opens for career advancement and international travel. With the worldwide shortage of healthcare professionals, many medical institutions and associations are attempting to develop incentives and guidelines for the recruitment and retention of medical professionals. The solemn shortage of those in medical jobs has been recognised as one of the most crucial constrictions to the achievement of health goals and policies. An estimated shortage of 4.3 million health professionals has been predicted, with the report from the World Health Report in 2006 indicating that this number will include 2.4 million nurses, physicians and midwives.
In response to the requirement of many countries importing staff internationally to fill human resource shortages in medical jobs, the Guidelines on Incentives for Health Professionals was commissioned and developed by the Global Health Workforce Alliance as part of its work to identify and implement solutions to the health workforce crisis. Addressing both financial and non-financial incentives as central to the recruitment, retention and performance of healthcare professionals across the world, the report aims to collaborate with medical organisations globally and the initiatives they have implemented to address these issues. Identified financial incentives include: allowances for housing, clothing, remote locations and the like, tax waivers, performance initiatives and insurance breaks. Non financial initiatives cited include flexibility in employment arrangements, ensuring the workplace is a positive and rewarding environment, along with extensive career development.
New Zealand is no exception in respect to the need for international personnel to fill medical jobs, where it has the highest proportion of migrant doctors among OECD countries, and one of the highest for nurses. Although there is no specific immigration policy for health professionals, the permanent and temporary routes make it relatively easy for those in the medical profession to get their qualification recognised to immigrate in New Zealand. When considering your options for international recruitment for medical jobs, whether in New Zealand or any other part of the world, consult with a professional, experienced and reputable specialist health Recruitment Consultant who will provide all the information and advice on the available positions and the process of registration and entry that each country requires.
Geneva Health International Ltd is a leader in its field of health staffing and recruitment. They have a wide variety of major staff supply contracts, within Australia, New Zealand, UK and overseas, and have extensive experience in meeting the needs of a significant number of large and small health organisations.
Geneva Doctors is a specialist medical recruitment service experienced in placing medical staff in positions of their choice. Dedicated solely to medical staffing and recruitment services, the Recruitment Consultants have specific experience and expertise in recruiting doctors. Find International Medical Jobs here.
global health professionals
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More and more, internet based educations in healthcare are earning the respect of employers and academics and this is because the online programs are being reformulated and improved every year. Now it is even possible to find online programs that can lead to a Ph.D. accredited by the American Psychology Association, or APA.
The APA, like other respected accreditation institutions, very carefully serves the public by evaluating and reviewing academic programs. They then provide a highly comprehensive list of these programs, and periodically reevaluate and update their findings.
Unfortunately, there are very few online doctoral programs in psychology at this time, and since the APA's guidelines are so stringent, none are accredited. However, while the APA does not currently accredit any online doctoral program in psychology, there are many distance learning schools that may lead to entry into an APA accredited program or to a non-accredited Ph.D.
Some of the programs currently offered are from:
• Kaplan University
Master of Science in Psychology
This is a new program offered by Kaplan University, and promises a convenient yet enriching curriculum online. They offer three specializations; general, addictions, and applied behavioral analysis psychology. With a Master's of Science in Psychology, students can expect to be in high demand by employers and APA accredited universities. This particular program requires about 65 credit hours at $368 per credit. The total cost of tuition for this academic program comes to about $22,080.
• Walden University
Ph.D. in Psychology
One of the very few doctoral programs in psychology offered by distance learning, this program promises to be both challenging and rewarding for students. Expect high demand on your time, as well as amazing opportunities to open up once you have earned your Ph.D. in Psychology. You will be able to choose a specialization between clinical, counseling, general, health, or organizational psychology depending on your goals and interests. The program requires about 150 credit hours at $445 per credit hour. Total education expenses total around $70,000.
• The University of Phoenix
Doctor of Philosophy in Industrial and Organizational Psychology
This doctoral program allows those who have graduated from a four year institution to gain insight into issues of psychology in organizations and human resources. This program is sure to prepare students to be valuable assets to employers, and certainly capable to enter a psychology program at an APA accredited school. The program requires around 150 credits at $745 a credit. Total expenses come to about $112,000.
NOTE: by researching and comparing the best online degree programs in the educational field, you will determine the one that will help you to ignite the spark of a brand new career but meeting perfectly your financial needs. Hector Milla runs the Best Online Degree Program website - See his best rated resource for researching several degree offers --including financial AID-- with ease.
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