<p>Recent innovations in bio-medical technologies had made it possible to have a livelier and healthy skin. The field of dermatology has seen a tremendous development from the era of Botox to the current one of skin peeling. This business plan proposes the establishment of a Los Angeles area dermatology clinic that specializes in dermatology and provides cosmetic services under the hands of experienced providers. This clinic would provide the latest and most researched treatment options to the patients. The patients would be given the privilege to choose from a variety of treatment options. This plan recognizes the challenges in providing these specialized cosmetic services to the patient population of Los-Angeles and the neighboring Orange County. </p>

<p>Oceanside Durable Medical Equipment (DME) is an accredited start-up company that will offer a comprehensive line of the latest medical supplies and equipment to patients in Long Beach, California. This company will focus on the distribution of leading medical equipment brands to patients who are in need of support for short-term and chronic health conditions. Durable medical equipment can offer help outside of the hospital environment and aid in a better quality of life. </p><p> With more than 2.4 million individuals over 60 years old in Southern California, there appears to be a large market and opportunity for this company. Oceanside DME will contract with leading medical equipment manufacturers and healthcare providers to deliver patients with quality products. A rapidly growing market for medical equipment will allow Oceanside DME to create a presence in this healthcare industry. </p>

<p> Traditional nursing homes are based on a model that can limit a resident&rsquo;s ability to make basic choices, minimize opportunities to direct their own lives, and ultimately destroy the human spirit. As an alternative to the traditional model, the household model is an arrangement in which small groups of residents direct their daily lives in a shared home setting (a household), supported by a decentralized self-led service team of frontline professionals empowered to be responsive to the residents&rsquo; needs. While many frontline nursing staff members are advocates of the need for change, it is also common for them to react negatively toward the process of household model implementation. The purpose of this qualitative study was to examine nurse aides&rsquo; and licensed nurses&rsquo; reactions to household model implementation. Sixteen semi-structured interviews were transcribed verbatim, divided into 524 units of meaning, and coded using concepts of Oreg, Vakola, and Armenakis&rsquo; (2011) theoretical model, derived from 60 years of qualitative studies on change recipients&rsquo; reactions to organizational change. In this model, employee reactions are a function of antecedents, categorized as pre-change (individual characteristics and internal context) and change antecedents (change process, perceived benefit/harm, and change content). Antecedents influence affective, cognitive, and behavioral reactions to change and, subsequently, lead to change consequences, including work-related and personal consequences. Two trained independent coders reviewed transcripts and achieved 70% agreement. Explicit reactions accounted for 48% of comments, followed by antecedents (27%) and change consequences (25%). Most common antecedents were related to change process (71%), perceived benefit/harm (24%), and change recipient characteristics (4%). Study participants reported difficulties with cross training, initial experiences of hardship and fear, confusion over the new model, and perceptions that it would be harmful to staff members and residents. Although experiences improved over time, some staff members, who self-identified as positive individuals, still reported perceived harm and engaged in resistant behaviors. Explicit reactions to change were behavioral (41%), cognitive (33%), and affective (26%). Most staff members supported household model implementation through their actions. They communicated with each other to learn and to cope with change. While three staff members actively resisted changes, they still supported at least some aspects of the household model. Cognitive and affective reactions were mixed, ranging from excitement and happiness to fear, nervousness, and frustration. Core household model components were received as positive, especially for residents. Concerns regarding work accounted for 94% of all reported organizational change consequences and included insufficient household staffing, harder working conditions, insufficient time to get everything done (or to do it well), and widespread feelings of isolation. The theoretical model for analyzing organizational change proved to be useful in understanding nursing staff members&rsquo; reactions to household model implementation and for identifying proactive steps to manage this change. Ongoing education is recommended to ensure staff members follow through with changes over time and to reduce confusion and perceptions of harm. The household model may need to be staffed at a higher level, at least initially, to maintain the same quality of care as in the traditional care delivery model. Ongoing team training within each household can serve to improve operations and balance responsibilities of blended roles. Due to the decentralized environments, potential feelings of isolation among residents and staff members are anticipated, which can be alleviated through regular multi-household gatherings.</p>

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This thesis is primarily based upon unstructiared interviews with nurses about their experiences of and attitudes towards nursing the dying. The main focus of the thesis is upon nursing the long term dying within a general hospital as seen from the nurse's viewpoint. The research is based upon the work of Glaser and Strauss which identified patterns of communication between health care workers and dying patients as being crucial to the experiences of the dying, and is broadly supportive of their findings. Many of the nurses interviewed expressed a preference for nursing dying patients who were aware of their dying. However, despite this preference for 'openness' most nurses reported difficulty in achieving this situation. Nursing the dying in an open awareness context was associated with enotional involvonent with the dying, and with satisfaction from such nursing care. It is argued that open awareness and good nursing care of the terminally ill is more likely to occur under a system of individualized patient care which is coupled with team support of individual nurses. The other features which affect the likelihood of open awareness developing are patient characteristics, doctors' views about disclosure, and individual characteristics of nurses.

The East End of London experienced an explosion of its Jewish population, from 35,000 in 1881 to 120,000 in 1910. The majority were poor, of foreign birth, living in overcrowded, sub-standard housing, and engaged in unhealthy occupations. Their arrival brought problems for both the indigenous population and the existing London Jewish community, threatening a crisis which could have overwhelmed the strained general medical services and irreparably damaged the Jewish community. A further problem was the attempt by various missionary societies to provide medical assistance at the cost of religious conversion. The crisis was averted, due to the efforts of the poor themselves and the wealthy established Jews - not always in harmony; and to simultaneous advances being made in public health, medicine, national insurance, and the improving Poor Law facilities. The major triumph of the immigrants, who preferred denominational institutions, was in establishing the London Jewish Hospital after a prolonged bitter battle against Lord Rothschild and many wealthy anglicised Jews, who considered the existing hospitals sufficient and wished to avoid jeopardising concessions already gained for Jews from the London Hospital and other medical centres. London, and the East End in particular, had many medical resources superior to those elsewhere in the country. The East End Jews enjoyed the added advantage of a comprehensive network of Jewish institutions and organisations, of which the Jewish Board of Guardians was foremost, which supplemented the Poor Law and voluntary systems and which had been created and funded largely by the rich of the community. In many areas of medical care Jewish organisations led the way. The initial effect was that the poor East End Jews, and especially their children, enjoyed better health than their non-Jewish neighbours in similar circumstances; but as the anglicisation of the immigrant increased, so the differences narrowed.

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<p> Given the ever increasing population of elderly in U.S, home healthcare agencies (HHA) serve as a model of continuous quality and affordable care. HHA hold a promise to boost economy and reduce healthcare expenditures to a significant level. This business plan examines the business potential of a home healthcare startup in downtown LA. Chapter 1 deals with market analysis, providing detailed information on the company, its organization, services, market definition, customer analysis, target population, and service demand. Chapter 2 deals with feasibility analysis and strategic planning, including SWOT, to sell our services. In chapter 3, we have discussed the legal issues and regulations, and defined policies to abide by state and federal rules and regulations. Finally, chapter 4 is about financial analysis, providing detailed pricing structure, other expenditures and revenues and the overall potential of the business to strive profitability and survive market competition. In conclusion, the Health Elixir Home Healthcare business has shown potential for success in the market.</p>

<p> The healthcare industry is undergoing a shift due to changes in revenue cycles and therefore delivery models. This shift is causing horizontal integration among providers and a subsequent assumption of risk that behooves them to operate similar to a payer. Analytics, while used predominately by healthcare payers in the past, will now be applicable to providers of care. This opens the door to a niche consulting firm that can provide these services effectively and affordably. Provider Precision Labs is an idea for a company that can render payer-like services on the scale of regional provider groups but at a manageable cost to the owner and operator.</p>