Assignment 1: Value Proposition in Patient Care 4-6 Page Paper

Assignment 1: Value Proposition in Patient Care 4-6 Page Paper

Management in Health Care

 

Assignment 1: Value Proposition in Patient Care

Paradise Hospital, Inc. is a for-profit hospital. As the facility’s new hospital administrator, you have been tasked with improving the service value of the hospital. The administration has not done this process since the hospital began operating in the year 1995. The investors are not familiar with the value proposition strategies of hospitals in the current day America.

Note: You may create and / or make all necessary assumptions needed for the completion of this assignment.

Write a four to six (4-6) page paper in which you:

  • Articulate the meaning of value-added service as it pertains to patient care services, and argue the major reasons why it matters to add value to patient services. Justify your response.
  • Outline a system for identifying the functional areas in which changes might be necessary in order to improve the hospital’s service value. Recommend the key methods that you would use to acquire the information necessary to identify the specified functional areas.
  • Specify four (4) specific areas where you believe the administration can add value in Paradise Hospital, and argue the most significant reasons why such value proposition would improve the value of services to the patients.
  • Use four (4) recent (within the last five [5] years) quality academic resources in this assignment.
    Note: Wikipedia and other websites do not qualify as quality academic resources.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

  • Propose methodologies that have been proven to increase value in health care delivery systems.
  • Use technology and information resources to research issues in health care management.
  • Write clearly and concisely about health care management using proper writing mechanics.

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

Assignment 1: Value Proposition in Patient Care
Criteria Unacceptable

Below 70% F

Fair

70-79% C

Proficient

80-89% B

Exemplary

90-100% A

1. Articulate the meaning of value-added service as it pertains to patient care services, and argue the major reasons why it matters to add value to patient services. Justify your response.

Weight: 25%

Did not submit or incompletely articulated the meaning of value-added service as it pertains to patient care services, and did not submit or incompletely argued the major reasons why it matters to add value to patient services. Did not submit or incompletely justified your response. Partially articulated the meaning of value-added service as it pertains to patient care services, and partially argued the major reasons why it matters to add value to patient services. Partially justified your response. Satisfactorily articulated the meaning of value-added service as it pertains to patient care services, and satisfactorily argued the major reasons why it matters to add value to patient services. Satisfactorily justified your response. Thoroughly articulated the meaning of value-added service as it pertains to patient care services, and thoroughly argued the major reasons why it matters to add value to patient services. Thoroughly justified your response.
2. Outline a system for identifying the functional areas in which changes might be necessary in order to improve the hospital’s service value. Recommend the key methods that you would use to acquire the information necessary to identify the specified functional areas.
Weight: 25%
Did not submit or incompletely outlined a system for identifying the functional areas in which changes might be necessary in order to improve the hospital’s service value. Did not submit or incompletely recommended the key methods that you would use to acquire the information necessary to identify the specified functional areas. Partially outlined a system for identifying the functional areas in which changes might be necessary in order to improve the hospital’s service value. Partially recommended the key methods that you would use to acquire the information necessary to identify the specified functional areas. Satisfactorily outlined a system for identifying the functional areas in which changes might be necessary in order to improve the hospital’s service value. Satisfactorily recommended the key methods that you would use to acquire the information necessary to identify the specified functional areas. Thoroughly outlined a system for identifying the functional areas in which changes might be necessary in order to improve the hospital’s service value. Thoroughly recommended the key methods that you would use to acquire the information necessary to identify the specified functional areas.
3. Specify four (4) specific areas where you believe the administration can add value in Paradise Hospital, and argue the most significant reasons why such value proposition would improve the value of services to the patients.

Weight: 25%

Did not submit or incompletely specified four (4) specific areas where you believe the administration can add value in Paradise Hospital, and did not submit or incompletely argued the most significant reasons why such value proposition would improve the value of services to the patients. Partially specified four (4) specific areas where you believe the administration can add value in Paradise Hospital, and partially argued the most significant reasons why such value proposition would improve the value of services to the patients. Satisfactorily specified four (4) specific areas where you believe the administration can add value in Paradise Hospital, and satisfactorily argued the most significant reasons why such value proposition would improve the value of services to the patients. Thoroughly specified four (4) specific areas where you believe the administration can add value in Paradise Hospital, and thoroughly argued the most significant reasons why such value proposition would improve the value of services to the patients.
4.4 recent (i.e., last five [5] years) references

Weight: 5%

No references provided Does not meet the required number of references; some or all references poor quality choices. Meets number of required references; all references high quality choices. Exceeds number of required references; all references high quality choices.
5.Writing Mechanics, Grammar, and Formatting

Weight: 5%

Serious and persistent errors in grammar, spelling, punctuation, or formatting. Partially free of errors in grammar, spelling, punctuation, or formatting. Mostly free of errors in grammar, spelling, punctuation, or formatting. Error free or almost error free grammar, spelling, punctuation, or formatting.
6.Appropriate use of APA in-text citations and reference section

Weight: 5%

Lack of in-text citations and / or lack of reference section. In-text citations and references are provided, but they are only partially formatted correctly in APA style. Most in-text citations and references are provided, and they are generally formatted correctly in APA style. In-text citations and references are error free or almost error free and consistently formatted correctly in APA style.
7.Information Literacy / Integration of Sources

Weight: 5%

Serious errors in the integration of sources, such as intentional or accidental plagiarism, or failure to use in-text citations. Sources are partially integrated using effective techniques of quoting, paraphrasing, and summarizing. Sources are mostly integrated using effective techniques of quoting, paraphrasing, and summarizing. Sources are consistently integrated using effective techniques of quoting, paraphrasing, and summarizing.
8.Clarity and Coherence of Writing

Weight: 5%

Information is confusing to the reader and fails to include reasons and evidence that logically support ideas. Information is partially

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clear with minimal reasons and evidence that logically support ideas.

Information is mostly clear and generally supported with reasons and evidence that logically support ideas. Information is provided in a clear, coherent, and consistent manner with reasons and evidence that logically support ideas.

 

Tags: management healthcare healthcare management

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(AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE UH 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UNIT UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMB) ACUTE INTERNAL MEDICINE B HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (NAC) NEURO ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (NAC) NEURO ACUTE CARE UH (NAC) 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UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UUOC ORTHO UNIT UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (NCCU) NEURO CRITICAL CARE UNIT UH (AIMA) ACUTE INTERNAL MEDICINE A UH (SICU) SURGICAL ICU HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS Internal Medicine Medical ICU Transplant Surgery Internal Medicine General Surgery Surgical ICU Neurology Trauma General Surgery Transplant Surgery Neurosurgery Oncology Cardiology Internal Medicine Oncology Internal Medicine Neurosurgery Neurology Neurosurgery Orthopaedics Internal Medicine Transplant Transplant Surgery Cardiology Cardiology Cardiology Cardiothoracic Surgery Cardiology Heart Failure Transplant Bone Marrow Transplant Plastic Surgery Neurosurgery Physical Medicine and Rehab Neurosurgery Urology Neurosurgery Trauma General Surgery Otolaryngology/ENT Internal Medicine Urology Oncology Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Physical Medicine and Rehab Neurosurgery Transplant Surgery Transplant Surgery UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (NAC) NEURO ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (BURN) BURN UNIT UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (BURN) BURN UNIT UH (BURN) BURN UNIT UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS Nephrology Plastic Surgery Vascular Surgery Vascular Surgery Transplant Orthopaedics Orthopaedics General Surgery Orthopaedics Transplant Surgery Orthopaedics Orthopaedics Vascular Surgery Orthopaedics Neurosurgery General Surgery Internal Medicine Internal Medicine Dental Otolaryngology/ENT Internal Medicine Internal Medicine Internal Medicine Internal Medicine General Medicine Internal Medicine Otolaryngology/ENT Internal Medicine Internal Medicine Bone Marrow Transplant General Surgery Oncology Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Dermatology Internal Medicine Internal Medicine Internal Medicine Internal Medicine Burn Internal Medicine Internal Medicine Internal Medicine Internal Medicine General Surgery Burn Burn Plastic Surgery UH (AIMB) ACUTE INTERNAL MEDICINE B UH (NAC) NEURO ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (NAC) NEURO ACUTE CARE UH (SICU) SURGICAL ICU UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (NAC) NEURO ACUTE CARE UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B UH (SICU) SURGICAL ICU UH (NAC) NEURO ACUTE CARE Ophthalmology Neurosurgery Internal Medicine Internal Medicine Neurosurgery Oncology Oncology Internal Medicine Otolaryngology/ENT Neurosurgery Neurosurgery Plastic Surgery Neurosurgery Plastic Surgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Plastic Surgery Neurosurgery Neurosurgery Neurosurgery Plastic Surgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Transplant Surgery Otolaryngology/ENT Transplant Surgery Otolaryngology/ENT Oncology Hematology Neurosurgery Cardiac ICU Internal Medicine Otolaryngology/ENT Pulmonology ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT ENT Pulmonology ENT ENT HC (ICU) HUNTSMAN INTENSIVE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (AIMB) ACUTE INTERNAL MEDICINE B HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT HC (ICU) HUNTSMAN INTENSIVE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B UH (CVICU) CARDIOVASCULAR ICU UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (AIMB) ACUTE INTERNAL MEDICINE B UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (NAC) NEURO ACUTE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMA) ACUTE INTERNAL MEDICINE A UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVICU) CARDIOVASCULAR ICU UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT ENT Medical ICU Cardiology Heart Failure Transplant Pulmonology Cardiothoracic Surgery Pulmonology Medical Critical Care Pulmonology Trauma Cardiothoracic Surgery Cardiothoracic Surgery General Surgery Cardiology Cardiology Hematology Medical ICU Cardiology Transplant Surgery Internal Medicine Surgical Critical Care Transplant Surgery Internal Medicine Internal Medicine Neurology Neurology Oncology Internal Medicine Internal Medicine Neurology Internal Medicine Oncology Internal Medicine Oncology Internal Medicine Neurology Pulmonology Internal Medicine Transplant Surgery Transplant Surgery Oncology Internal Medicine Oncology Cardiology Cardiac Cath Oncology Cardiothoracic Surgery Cardiology Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (AIMB) ACUTE INTERNAL MEDICINE B UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVICU) CARDIOVASCULAR ICU UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVICU) CARDIOVASCULAR ICU UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (WP5) ACUTE CARE UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (AIMA) ACUTE INTERNAL MEDICINE A Cardiology Heart Failure Transplant Cardiology Cardiology Cardiology Internal Medicine Cardiology Cardiology Cardiology Cardiology Cardiology Cardiology Cardiology Cardiology Cardiac ICU Cardiology Cardiology Cardiology Heart Failure Transplant Internal Medicine Cardiac EP Cardiology Cardiothoracic Surgery Cardiology Cardiology Cardiology Medical ICU Cardiothoracic Surgery Cardiology Cardiology Cardiology Cardiothoracic Surgery Cardiology Cardiology Cardiology Internal Medicine General Medicine Internal Medicine Gynecology Internal Medicine Internal Medicine Plastic Surgery Vascular Surgery Vascular Surgery Vascular Surgery Vascular Surgery Vascular Surgery Vascular Surgery Vascular Surgery Vascular Surgery Vascular Surgery Vascular Surgery Vascular Surgery Interventional Radiology UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMB) ACUTE INTERNAL MEDICINE B UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (NAC) NEURO ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT Vascular Surgery Vascular Surgery Vascular Surgery Vascular Surgery Internal Medicine Internal Medicine Vascular Surgery Pulmonology Internal Medicine Medical ICU Vascular Surgery Internal Medicine Interventional Radiology Medical ICU Internal Medicine Hepatology Internal Medicine Cardiology Heart Failure Transplant General Surgery Internal Medicine Internal Medicine Hematology Internal Medicine Hematology Internal Medicine Internal Medicine Internal Medicine Neurosurgery Neurosurgery Neurology Neurology Neurology Neurology Neurosurgery Internal Medicine Neurology Internal Medicine Internal Medicine Cardiothoracic Surgery Cardiothoracic Surgery Neurosurgery General Surgery Transplant Surgery Cardiac Cath Cardiothoracic Surgery Cardiac Cath Cardiothoracic Surgery Cardiology Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (AIMA) ACUTE INTERNAL MEDICINE A UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (AIMB) ACUTE INTERNAL MEDICINE B UH (WP5) ACUTE CARE UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery General Surgery Cardiothoracic Surgery General Surgery General Surgery Urology Urology Internal Medicine General Surgery Oncology Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Oncology Medical ICU Oncology Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Cardiology Heart Failure Transplant General Medicine Internal Medicine Internal Medicine Medical ICU Internal Medicine Internal Medicine Internal Medicine Oncology Medical ICU Internal Medicine Internal Medicine Pulmonology UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE Internal Medicine Oncology Oncology Cardiology Cardiology Internal Medicine Internal Medicine Internal Medicine Internal Medicine General Medicine Hematology Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Hematology Internal Medicine Internal Medicine Internal Medicine Oncology Internal Medicine General Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Oncology Internal Medicine ENT General Surgery Bariatric Surgery General Surgery General Surgery General Surgery Internal Medicine General Surgery General Surgery General Surgery Medical ICU HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (SICU) SURGICAL ICU HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMA) ACUTE INTERNAL MEDICINE A UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL Hematology General Medicine Internal Medicine Internal Medicine Internal Medicine General Surgery Oncology Oncology Oncology Internal Medicine Oncology General Surgery General Surgery Internal Medicine General Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine General Surgery General Surgery Internal Medicine Oncology General Surgery General Surgery General Surgery Gynecology General Surgery Trauma Trauma General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Internal Medicine Transplant General Surgery Gynecology General Surgery Urology General Surgery General Surgery General Surgery General Surgery General Surgery Internal Medicine General Surgery General Surgery General Surgery General Surgery HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMA) ACUTE INTERNAL MEDICINE A UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMA) ACUTE INTERNAL MEDICINE A UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMA) ACUTE INTERNAL MEDICINE A UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SICU) SURGICAL ICU UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMB) ACUTE INTERNAL MEDICINE B UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Trauma General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Internal Medicine General Surgery General Surgery Transplant Surgery General Surgery Oncology Internal Medicine Internal Medicine Bone Marrow Transplant Internal Medicine Oncology Bone Marrow Transplant General Medicine Oncology Internal Medicine Transplant Surgery Internal Medicine General Surgery Transplant Surgery General Surgery General Surgery Oncology Oncology General Surgery Oncology General Surgery General Surgery General Surgery HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMB) ACUTE INTERNAL MEDICINE B HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A Oncology General Surgery General Surgery Oncology General Surgery General Surgery Internal Medicine General Surgery General Surgery Internal Medicine Transplant Surgery General Surgery General Surgery General Surgery Transplant Surgery General Surgery Internal Medicine General Surgery Cardiology Heart Failure Transplant General Surgery General Surgery General Surgery General Surgery Transplant Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Internal Medicine Internal Medicine General Surgery Internal Medicine General Surgery Plastic Surgery Plastic Surgery Bone Marrow Transplant Internal Medicine Orthopaedics Internal Medicine Hematology Cardiology Internal Medicine Bone Marrow Transplant Internal Medicine Oncology Oncology Bone Marrow Transplant Internal Medicine Pulmonology Internal Medicine Internal Medicine UH (AIMA) ACUTE INTERNAL MEDICINE A UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (AIMB) ACUTE INTERNAL MEDICINE B UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (AIMA) ACUTE INTERNAL MEDICINE A UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B UH (WP5) ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (WP5) ACUTE CARE Internal Medicine General Surgery Internal Medicine Internal Medicine Internal Medicine Transplant Surgery Oncology Oncology General Surgery Internal Medicine Internal Medicine Hematology General Surgery Internal Medicine Cardiothoracic Surgery Hematology General Surgery Transplant Transplant Surgery Transplant Transplant Surgery Transplant Surgery Internal Medicine Internal Medicine Internal Medicine Oncology Cardiology Internal Medicine Cardiology General Medicine Internal Medicine Internal Medicine Transplant Surgery Surgical ICU Internal Medicine Internal Medicine Transplant Surgery Transplant Surgery Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Vascular Surgery Internal Medicine UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (AIMA) ACUTE INTERNAL MEDICINE A HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (SICU) SURGICAL ICU UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Transplant Surgery Bone Marrow Transplant Oncology Oncology Neurology Oncology Oncology Internal Medicine Hematology Oncology Oncology Oncology Oncology Oncology Oncology Internal Medicine Oncology Internal Medicine Oncology Internal Medicine Oncology Internal Medicine Oncology Cardiothoracic Surgery Neurology Neurology Neurology Internal Medicine Internal Medicine Internal Medicine Transplant Surgery Transplant Surgery Transplant Surgery Transplant Surgery Transplant Surgery Internal Medicine Transplant Surgery General Surgery Transplant Surgery Internal Medicine Transplant Surgery Urology Urology Internal Medicine Bone Marrow Transplant Urology UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMA) ACUTE INTERNAL MEDICINE A UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (5W) PSYCHIATRY ACUTE UNIT UH (WP5) ACUTE CARE UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (AIMA) ACUTE INTERNAL MEDICINE A UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (NAC) NEURO ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT Urology Oncology Urology Internal Medicine Urology Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Urology Urology Internal Medicine General Surgery Internal Medicine Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Urology Urology Gynecology Psychiatry Internal Medicine Psychiatry Psychiatry Internal Medicine Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Neurology General Medicine Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (5W) PSYCHIATRY ACUTE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (5W) PSYCHIATRY ACUTE UNIT UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (NAC) NEURO ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (NAC) NEURO ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (NAC) NEURO ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Psychiatry Neurology Neurology Psychiatry Neurology Internal Medicine Internal Medicine Neurology Neurology Oncology Interventional Radiology Internal Medicine Internal Medicine Bone Marrow Transplant Internal Medicine Internal Medicine Oncology Internal Medicine Internal Medicine Internal Medicine Oncology Oncology Bone Marrow Transplant Neurology Internal Medicine Internal Medicine General Surgery Oncology Neurology Internal Medicine Internal Medicine Medical ICU Internal Medicine Neurology Internal Medicine Neurology Internal Medicine Internal Medicine Neurology Neurology Internal Medicine Pulmonology Oncology Oncology HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (NAC) NEURO ACUTE CARE HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (ICU) HUNTSMAN INTENSIVE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (IMR) INPATIENT MEDICAL REHAB HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE Oncology Internal Medicine Neurology Bone Marrow Transplant Oncology Internal Medicine Oncology Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine General Medicine Internal Medicine Neurology Oncology Oncology Oncology Neurology Internal Medicine Nephrology Internal Medicine Oncology Medical Critical Care Hematology Internal Medicine Internal Medicine Hematology Hematology Internal Medicine Neurosurgery Neurosurgery Neurosurgery Neurology Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurology Physical Medicine and Rehab Oncology Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (IMR) INPATIENT MEDICAL REHAB UH (NAC) NEURO ACUTE CARE UH (IMR) INPATIENT MEDICAL REHAB UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (IMR) INPATIENT MEDICAL REHAB UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (IMR) INPATIENT MEDICAL REHAB UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (IMR) INPATIENT MEDICAL REHAB UH (IMR) INPATIENT MEDICAL REHAB UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (IMR) INPATIENT MEDICAL REHAB UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMA) ACUTE INTERNAL MEDICINE A HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (NCCU) NEURO CRITICAL CARE UNIT UH (WP5) ACUTE CARE UH (BURN) BURN UNIT UH (WP5) ACUTE CARE UH (BURN) BURN UNIT Neurology Neurology Physical Medicine and Rehab Neurosurgery Physical Medicine and Rehab Neurology Neurology Physical Medicine and Rehab Neurology Neurology Physical Medicine and Rehab Neurology Neurology Physical Medicine and Rehab Physical Medicine and Rehab Neurology Neurology Neurology Neurology Oncology Physical Medicine and Rehab Neurology Gynecology Internal Medicine Internal Medicine Otolaryngology/ENT Internal Medicine Oncology Oncology Internal Medicine Internal Medicine Internal Medicine Internal Medicine Internal Medicine Hematology Dermatology Dermatology ENT ENT Cardiothoracic Surgery Hepatology Internal Medicine Internal Medicine Oncology Internal Medicine Oncology General Medicine Neurology Internal Medicine Medical ICU Internal Medicine Burn UH (BURN) BURN UNIT UH (BURN) BURN UNIT UH (WP5) ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMB) ACUTE INTERNAL MEDICINE B UH (NAC) NEURO ACUTE CARE HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMB) ACUTE INTERNAL MEDICINE B UH (AIMB) ACUTE INTERNAL MEDICINE B UH (WP5) ACUTE CARE UH (IMR) INPATIENT MEDICAL REHAB UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMB) ACUTE INTERNAL MEDICINE B UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (AIMA) ACUTE INTERNAL MEDICINE A UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A UH (5STB) TUBERCULOSIS UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B UH (WP5) ACUTE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL Burn Burn Internal Medicine Internal Medicine Pulmonology Pulmonology Pulmonology Pulmonology Pulmonology Pulmonology Medical ICU Pulmonology Pulmonology Neurology Hematology Bone Marrow Transplant Internal Medicine Hematology Oncology Bone Marrow Transplant Medical ICU Pulmonology Internal Medicine Physical Medicine and Rehab Neurology Neurology Neurology Neurology Neurology Internal Medicine Neurology Neurology Neurology Neurology 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ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMB) ACUTE INTERNAL MEDICINE B HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH 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(HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL General Surgery General Surgery General Surgery Cardiothoracic Surgery General Surgery General Surgery Oncology General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Oncology General Surgery General Surgery General Surgery General Surgery Oncology General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Internal Medicine General Surgery General Surgery General Surgery Oncology General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Internal Medicine General Surgery General Surgery Internal Medicine Oncology HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SICU) SURGICAL ICU HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL General Surgery General Surgery Internal Medicine General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Internal Medicine General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Oncology Internal Medicine General Surgery General Surgery General Surgery General Surgery Internal Medicine General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (ICU) HUNTSMAN INTENSIVE CARE General Surgery General Surgery General Surgery General Surgery General Surgery Oncology General Surgery General Surgery General Surgery General Surgery General Surgery Transplant Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Internal Medicine Oncology General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery General Surgery Gynecology Interventional Radiology Gynecology General Surgery Gynecology Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT ENT ENT Otolaryngology/ENT Oncology HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMB) ACUTE INTERNAL MEDICINE B UH (NAC) NEURO ACUTE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Medical Critical Care Cardiothoracic Surgery Cardiothoracic Surgery Oncology Cardiothoracic Surgery Pulmonology Cardiothoracic Surgery Pulmonology Cardiothoracic Surgery ENT Otolaryngology/ENT Otolaryngology/ENT Oncology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Oncology Gynecology Gynecology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Neurosurgery HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Urology Neurosurgery Neurosurgery Neurosurgery UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT UH (NAC) NEURO ACUTE CARE HC (ICU) HUNTSMAN INTENSIVE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (AIMB) ACUTE INTERNAL MEDICINE B HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL Neurosurgery Neurosurgery Oncology Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Oncology Neurosurgery Oncology Oncology Neurosurgery Neurosurgery Neurosurgery Oncology Internal Medicine Neurosurgery Oncology Neurosurgery Neurosurgery Neurosurgery Oncology Neurosurgery Neurosurgery Oncology Neurosurgery Oncology Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Oncology Neuro-Oncology Neurosurgery Neuro-Oncology Neurosurgery Neurology Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (IMR) INPATIENT MEDICAL REHAB HC (ICU) HUNTSMAN INTENSIVE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE HC (ICU) HUNTSMAN INTENSIVE CARE UH (NAC) NEURO ACUTE CARE Neurosurgery Neurosurgery Neuro-Oncology Oncology Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurology Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Internal Medicine Neurosurgery Neurosurgery Internal Medicine Neurosurgery Neurosurgery Neurosurgery Physical Medicine and Rehab Neuro-Oncology Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Oncology Neurosurgery Neurology Neurology Neurosurgery Neurosurgery Neurosurgery Neurology Neurosurgery Neurosurgery Oncology Neurosurgery UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (IMR) INPATIENT MEDICAL REHAB HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (WP5) ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMB) ACUTE INTERNAL MEDICINE B HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL Neurosurgery Neurosurgery Physical Medicine and Rehab Oncology Neurosurgery Neurosurgery Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Otolaryngology/ENT Internal Medicine Neurosurgery Oncology Oncology General Surgery Urology Urology Urology Urology General Surgery Gynecology Gynecology Urology Urology Gynecology Urology Internal Medicine Urology Oncology Oncology Oncology Oncology Internal Medicine Oncology Oncology ENT HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SICU) SURGICAL ICU HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL Oncology Oncology Medical ICU Gynecology Gynecology Gynecology Gynecology Medical Critical Care Gynecology Oncology Oncology General Surgery Oncology Oncology Oncology Oncology Oncology Oncology Oncology Oncology Medical Critical Care Oncology Oncology Oncology Oncology Urology Surgical ICU Gynecology Gynecology Oncology Oncology Oncology General Surgery Gynecology Oncology Sarcoma Oncology Internal Medicine General Surgery Internal Medicine Oncology Oncology Oncology Oncology Oncology Gynecology Oncology Oncology Oncology General Surgery Gynecology Oncology HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (ICU) HUNTSMAN INTENSIVE CARE HC (BMT) HUNTSMAN BONE MARROW TRANSPLANT HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT HC (HCH4) HUNTSMAN ONCOLOGY 4TH FL UH (NAC) NEURO ACUTE CARE UH (IMR) INPATIENT MEDICAL REHAB UH (NCCU) NEURO CRITICAL CARE UNIT HC (ICU) HUNTSMAN INTENSIVE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE Oncology Medical ICU Oncology Oncology Otolaryngology/ENT Otolaryngology/ENT Neurosurgery Otolaryngology/ENT Otolaryngology/ENT Oncology Otolaryngology/ENT Urology Medical Critical Care Cardiothoracic Surgery Gynecology Oncology ENT Gynecology Otolaryngology/ENT Sarcoma Otolaryngology/ENT Plastic Surgery Otolaryngology/ENT Otolaryngology/ENT Oncology ENT Vascular Surgery Otolaryngology/ENT Urology Gynecology Neurosurgery Oncology Internal Medicine Internal Medicine Oncology Neurosurgery Oncology Neurosurgery Oncology Neurosurgery Physical Medicine and Rehab Neurosurgery Oncology Gynecology Gynecology Gynecology ENT Otolaryngology/ENT Cardiothoracic Surgery General Surgery Otolaryngology/ENT ENT HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (CVMU) CARDIOVASCULAR MEDICAL UNIT HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (CVMU) CARDIOVASCULAR MEDICAL UNIT UH (CVMU) CARDIOVASCULAR MEDICAL UNIT HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (OTSS) ORTHO TRAUMA SURG SPECIALTIES HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (AIMA) ACUTE INTERNAL MEDICINE A HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Cardiothoracic Surgery Otolaryngology/ENT Gynecology Gynecology Trauma Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Gynecology Urology Urology Neurosurgery Neurosurgery Otolaryngology/ENT ENT Otolaryngology/ENT ENT ENT Neurosurgery Otolaryngology/ENT Otolaryngology/ENT ENT ENT ENT Neurosurgery Otolaryngology/ENT Neurosurgery Neurosurgery ENT ENT ENT ENT ENT ENT ENT Neurosurgery Neurosurgery ENT Otolaryngology/ENT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (ICU) HUNTSMAN INTENSIVE CARE UH (NAC) NEURO ACUTE CARE ENT Neurosurgery Otolaryngology/ENT Neurosurgery Neurosurgery Neurosurgery ENT Otolaryngology/ENT Otolaryngology/ENT Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery ENT Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery Neurosurgery UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE HC (HCH5) HUNTSMAN ONCOLOGY 5TH FL UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (AIMA) ACUTE INTERNAL MEDICINE A UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NCCU) NEURO CRITICAL CARE UNIT UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (NAC) NEURO ACUTE CARE UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALTY AND TRNSPLNT SRVCS UH (SSTU) SURG SPECIALT…
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Target population served for large primary care Practice in Des Moines, Iowa

Target population served for large primary care Practice in Des Moines, Iowa

Grace Health Center Project Plan Mission Statement Our mission is to provide the surrounding community with easy access to high quality primary care and VIP services.. At Grace Health Center, we will provide comprehensive care while educating patients, and promoting a healthier lifestyle. Demographics As of 2017, the population of Des Moines, Iowa was 212,859. The demographics breakdown as follows: 70% are White, 10.3% are African American,

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12% are Hispanic, 4.7% are Asian, and 2.6% are two or more different races. According to the U.S. census, the population of Des Moines, Iowa was 204,433 (Statistical Atlas, 2015). Since 2010, the population has increased by 4.6%. The crime rate in Des Moines is 6.95%, compared to 2.91% for the rest of the state. Income Des Moines is the most populous city in Iowa. It is also the capital of Iowa. It contains over 200,000 residents (Sperling’s Best Places, 2018). Population continues to rise and this has lead to changes in the unemployment and income rates. In regards to unemployment, the rate of unemployment in Des Moines is 4.40%. Although the unemployment rate is 4.40%, the job growth rate is 0.70%. Research shows that over the next ten years, the projected availability of jobs is expected to increase from 37.00% (Sperling’s Best Places, 2018). This helps to resolve unemployment issues and combats the negative impacts of the increase in population. These availability rates are based on the migration patterns, economic growth, and other factors in the area. The tax rate in this region, like many other regions, is 6.00% (Sperling’s Best Places, 2018). The income tax rate is 7.92%. This is the total of all income taxes for the area. This includes state, county, and local taxes. Federal incomes taxes are not included in these tax rates. The median household income of this region is an estimated $46,430 (Sperling’s Best Places, 2018). The income rates continue to increase and job markets continuously become stronger. The family median income is $55,177. The income per capita is $23,987, this includes all of the children and adults that are in the city. Benefits One huge benefit of Des Moines Iowa is the low population, this means less competition from local health care practices. The cost of property and building in Des Moines Iowa is much lower than urban areas, which is a huge benefit of construction here. In addition primary care facilities are less frequent in rural areas, this will help the population of Des Moines by offering them more options for health care. The rate of job growth in Des Moines is increasing by .77%, and is increasing with every passing year. This means more employers are hiring and more jobs are being created, decreasing the level of unemployment in this area. A higher rate of employment is good for the local economy, and will promote continuing growth. The state of Iowa is expected to have 37.5% expected future job growth, making Iowa an ideal place for a business venture. Risks There are some major risks when we analyzed the decision to build a Large Primary Care Practice in Iowa.We have to take into consideration the geographic disparity, because oftentimes there aren’t enough doctors and resources to provide care to people. One of the main threats would be the high cost of Medicaid, costing the state 4.16 billion (Priorities, 2015). When discussing prices the risk score increased for 1,000 countries between 2007 and 2011, which increased taxes drastically (Donald, 2014). Another risk score assessed that the cost of Medicaid was 25% higher than the standard health plan (Donald, 2015). As we speak Iowa is in the process of cutting some aspects of Medicaid to save money , such as eliminating the plan that allows people to get Medicaid coverage three moths before they apply (Kauffman, 2017). Now when we go into the features of Medicaid, another threat would be the payment situation because there is a low rate of payment when a patient is on Medicaid (Kauffman, 2017). A study showed that physicians lost about 30% of there payments, due to low reimbursement. Argurably companies such as National Federation of independent business made the statement that the government may not always be able to pay the 90% co-payment (Donald, 2015). Schedule We will meet every Friday at noon to work together and keep up with the timeline for our project. In addition of the weekly meeting, some weeks we will meet after class if we are behind schedule. Timeline The project timeline milestone is divided into three main subtasks and two individual tasks. The three subtasks which they are project plane, paper, and presentation. The two individual tasks are SWOT analysis and the evaluation. The project plan will take four days; it starts on March 8 and finishes on March 13. The paper will take up to 25 days; it starts on March 23 and finish on April 26, there are 5 days extra just in case of delay in some tasks. The presentation will take 5 days; it starts on April 27 and finishes on May 3. The individual SWOT will take 8 days; it starts on March 13 and finishes on March 22. And last is the Evaluation which will take two days; it starts on May 2 and finishes on May 3. The whole project will take up to 41 days. Organizational Chart References Kauffman, C. (2017, August 31). Proposed Iowa Medicaid change would eliminate months of retroactive benefits. Retrieved from https://www.desmoinesregister.com/story/news/2017/08/30/iowa-medicaidchange-would-eliminate-months-retroactive-benefits/618435001 Live Well Nebraska (2017, September 2). Iowa seeks to cut Medicaid health care benefit to save Retreived from http://www.omaha.com/livewellnebraska/health/iowa-seeks-tocut-medicaid-health-care-benefit-to-save/article_c3e09f48-8e8d-11e7-bb5feff79b5fce25.html Policy Priorities. (2017, October 10). Policy Basics: Introduction to Medicaid. Retrieved from https://www.cbpp.org/research/health/policy-basics-introductionto-medicaid Schulteemail, F., Donald, D., & Durkin, E. (2015, January 14). Why Medicare Advantage costs taxpayers billions more than it should. Retrieved from https://www.publicintegrity.org/2014/06/04/14840/why-medicareadvantage-costs-taxpayers-billions-more-it-should Sperling’s Best Places (2018, March 13). Des Moines, Iowa Economy. Retrieved from http://www.bestplaces.net/economy/city/iowa/des_moines Statistical Atlas. (2015, Apr. 18). Race and Ethnicity in Des Moines, Iowa (City). Retrieved from https://statisticalatlas.com/place/Iowa/Des-Moines/Race-andEthnicity Zip-Codes.com. (2003-2018). All Zip Codes in Des Moines, Iowa. Retrieved from https://www.zip-codes.com/city/ia-des-moines.asp Running head: SWOT ANALYSIS 1 SWOT analysis SWOT analysis Strengths • The facility provides high-quality Opportunities • primary care and VIP services • Counsels people on how to have a healthy lifestyle Expanding the variety of products and services offered • Introducing a healthcare policy that will reduce the costs of acquiring medical SWOT ANALYSIS 2 • Serves all races without discrimination • Has a strategic location • Expanding operations to other cities • Provides employment opportunities • Cutting some aspects of Medicaid to • Less competition in the industry • Serves a small population thus high- services save money • Low cost of building in the region quality services Weaknesses Threats • Inadequate resources • • Less number of doctors • The facility is only located in Des • The high cost of Medicaid Moines • Low rates of payment to doctors due to Implementation of the Affordable Care Act Medicaid Executive summary Health is an important aspect of people’s lives and determines how people live in the society. The introduction of various healthcare facilities in different parts of the world has a positive impact on people’s lives. Most of the hospitals are established in the urban centers where they serve people from different parts of the world. On the other hand, most of the healthcare facilities established in the rural areas do not have the resources and facilities required SWOT ANALYSIS 3 to serve a large population. The management of such hospitals remains focused on meeting the health needs of the people in the society. SWOT analysis summary Grace Health Center focuses on delivering quality to the patients in the region. The workforce in the healthcare facility has the commitment to ensure that the population has access to products and services that would make their lives better (In Chen et al 2016). The application of the SWOT analysis, therefore, explains the internal and external factors which affect the hospital and the different ways in which the healthcare facility can overcome the problems to provide better services Internal factors Strengths The facility is located in a city with less population which makes it possible to serve and deliver quality primary care as well as VIP services. Given the fact that the hospital serves a limited population, it becomes possible to deliver quality all through its operations since the workforce can handle the less number of patients. Only a small number of the population look for primary health services thus making it possible for the facility to deliver quality (In Jacob et al 2015). The healthcare facility, on the other hand, has embarked on a journey in which they teach people on the different ways through which they can change their lifestyles for better. Most of the illnesses affecting most people in the world arise from the lifestyles which people have embraced. The hospital, therefore, seeks to have a healthy society where every person will take care of the way they live for a better and healthy future. SWOT ANALYSIS 4 The hospital has a strategic location in the city and serves all the people in the region without discrimination. Being a local healthcare facility, the workers take care of all people regardless of their color or race. Lack of discrimination, therefore, facilitates the provision of quality services to the entire population. On the other hand, people in Des Moines have embraced the hospital as it has provided employment opportunities to most of them. A large number of the people living in the city have acquired various positions in which they serve the other population and earn a living (Lefkowitz, 2007). There is also the possibility of creating more jobs in future where the facility expands its operations. The hospital operates in a region where there is less competition. Only a few numbers of hospitals exist in Des Moines and since it provides quality services, it becomes possible to overcome the challenge of competition. The industry is not flooded thus giving the facility an opportunity to remain highly competitive in its operations. Weaknesses One of the reasons why the facility has not expanded its operations is due to inadequate resources. In this case, the facility’s location does not present it with more opportunities such as serving a large number of patients. As a result, there is a reduction in the number of earnings and this implies that it could take long before having sufficient funds for expansion (Ginter, Duncan & Swayne, 2013). On the other hand, the facility does not have a large number of doctors which means that it cannot serve a large number of patients at once. Since the facility is not large in size, the number of doctors is also highly reduced and this means that if more services need to be offered, the doctors will have to strain to deliver quality. The facility only has its location in Des Moines which implies that it only serves the local population. Depending on the local community could have contributed to its inability to have enough resources. Also, only the SWOT ANALYSIS 5 people in the region know about its existence making it hard for its success in other parts where it would become established in future. External factors Opportunities Grace Health Center would succeed in its operations by establishing branches in different parts of the nation. Expanding the products and services offered would also attract more patients who will seek medical services in the facility. As a result, expanding would become a better way of ensuring that the facility meets the demands of the patients with effectiveness. Increasing the number of products and services would also make the facility adequate in serving the needs of the society. On the other hand, the healthcare facility should introduce a policy that would ensure that there is a reduction in the cost of acquiring medical services (In Chen et al 2016). In this case, the introduction of Medicaid has had a negative impact on the functioning of the facility. Therefore, a policy that would counter its introduction would make it possible for the hospital to deliver affordable services to the patients. The facility should thus look for a way in which there is a reduction in the prices of acquiring various services to the patients. The hospital has its location in a place where the building is cheap. As a result, it should take advantage and expand its facility to meet more demands of the patients. The introduction of other services and expanding its ward units would have a positive impact on its operations. Since building in the region is not costly, the hospital should focus on having a big size facility that will serve the population in Des Moines as well as in other parts of the country (In Jacob et al 2015). The expansion by building would also create more opportunities for the people who would secure job opportunities. Therefore, the facility would meet the demands of the patients as SWOT ANALYSIS 6 well as the demands of the entire population. The facility should also cut on the costs of Medicaid as a way of saving money for the patients. Also, the facility would aim at introducing new services such as screening of cancers and other chronic illnesses and this would serve the needs of the patients and the population in general. Threats The Grace Health Center may not succeed in the business environment if it does not have the means to overcome some of the threats including the introduction of the Affordable Care Act, high costs of Medicaid and low salaries for the doctors. Government regulations have led to the development of the threats which the hospital has to deal with to succeed in its operations. In this case, the Affordable Care Act and Medicaid have cut down on the earnings that the hospital could make from providing services to patients (Lefkowitz, 2007). As a result, this has resulted in low salaries for the doctors and most of them end up quitting. The high turnover rate by the doctors has a negative impact on the hospital’s operations. On the other hand, the introduction of better healthcare facilities with advanced services and facilities also has a negative impact on the facility as it might become hard to meet its goals and objectives. Recommendations The Grace Health Center should focus on utilizing its opportunities to overcome the barriers associated with its functioning. In this case, expanding to other parts of the country will increase its customer base thus facilitate its ability to acquire adequate resources for long-term success. On the other hand, the healthcare facility should implement health policies which will counter the negative effects of the Medicaid program. For instance, the hospital should restrict the use of new members to the Medicaid program once they have not used the service for more SWOT ANALYSIS 7 than three months. In this case, they will have to pay for different services making it possible for the facility to raise funds for future operations. References Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of healthcare organizations. San Francisco, CA: Jossey-Bass, Wiley. In Chen, J., In Benveniste, J., In Champollion, N., & In Cazenave, A. (2016). Remote Sensing and Water Resources. SWOT ANALYSIS In Jacob, W. J., In Sutin, S. E., In Weidman, J. C., & In Yeager, J. L. (2015). Community engagement in higher education: Policy reforms and practice. Lefkowitz, B. (2007). Community health centers: A movement and the people who made it happen. New Brunswick: Rutgers University Press. 8
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Intro to Healthcare Law

Intro to Healthcare Law

Complete the following, no plagiarism no copy and paste

Review your readings from the previous sections and compose an essay analyzing what role ethics plays in various areas of the health care industry, and why it complements the State and Federal regulations established to protect patients, physicians, and providers. Attempt to address many of the terminology and concepts discussed in the class such as, but not limited to:

• Insurance

• Compliance

• Patient consent

• Licensing

• Duties of Care

• Medicare

• HIPAA

• Security, accessibility and confidentiality of data

• Clinical Research

• Ethical Review Committees Research two health care organizations in your area to see if they have codes of ethics or conduct.

Note if they address general principles or if they are specific about ethical decision making? Reference any case studies that you come across in research. Remember to utilize a minimum of 4 to 5 academic resources other than your course textbook. The paper must also:

• be 7-8 double spaced pages in length not including the reference section or cover page

• The final page must be a Reference List that is completed according APA style

• include an APA cover page that includes the following: 

Name 

Name of paper 

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Instructor’s name 

Name of class 

Date submitted 

Must include an introductory paragraph with a succinct thesis statement 

Must conclude with a re-statement of the thesis and a conclusion paragraph

Your essay should use terminology, ideas, and concepts from the text chapters. Your responses will be evaluated based on your ability to demonstrate the knowledge that you have gained from reading your assigned chapters and your ability to apply that knowledge.

Principles of Management

Principles of Management

Complete the following, no copy and paste no plagiarism

The final paper should demonstrate growth of knowledge related to

  • Corporate Culture & Managing in a Global Environment
  • Managing Ethics & Social Responsibility
  • Managing Decision-Making
  • Organizational Design & Structure
  • Motivating Employees

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While these topics have been addressed through separate, weekly assigned readings and enlightened discussions, they are linked to each other. Consider how corporate culture is shaped by organizational ethics, organizational design/structure, the decision-making process, and how employee motivation and development play a role in organizations. The importance for your learning lies in the application of your acquired knowledge and insights.

In an 8-10-page paper (excluding the title page and reference page) link these five (5) topics through a thoughtful, well-constructed essay demonstrating your in-depth understanding of each topic and how the topics are linked to each other. Use examples from your own work experience, the two texts, and at least one other article you have found in the EBSCO database. Be sure to use APA internal citations and APA documentation style for your reference page.

Case Study for Healthcare Management

Case Study for Healthcare Management

The “Easy” Software Upgrade at Delmar Ortho Delmar Orthopedics is a 42-physician orthopedic group; its physicians command the local market in terms of the orthopedic specialty—operating in several of the nearby hospitals

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physicians, the structure around their practice, and the employees who support them are extremely efficient and predictable. Recently, their margins have declined due to reductions in reimbursement, but they have been doing a good job of squeezing very penny out of each clinical day. And, they finally smoothed things out after the somewhat rocky implementation of their electronic medical records (EMR) system the prior year. Everything seemed to be under control. Patrick McCain joined Delmar Orthopedics a month ago as the practice manager. Prior to joining the practice, he’d been managing a bank for two years after working his way up through the teller ranks in his college years. A had worker, Patrick felt relatively comfortable in his ability to manage people and a budget. He was excited about his new job with the challenge of managing a large team— more than 40 people—and having responsibility for all practice administrative functions excluding finance legal, and information technology (IT). Years ago, the practice instituted a bimonthly meeting of the leadership (management team members and a number of the key physicians) to discuss volumes and patient care issues and announce upcoming activities/events. Yesterday’s meeting was Patrick’s second since joining. During the meeting, it appeared that a number of the physicians were not paying attention. One played a game on his smart phone during the entire meeting, and another one kept leaving the meeting to take phone calls. Two of the team members had a running sidebar conversation about their weekend plans, and a third one actually fell asleep. Although the meeting was relatively noneventful—and, in fact, this seemed to be the team’s usual meeting behavior—there was one item that concerned him. Terry, the practice’s IT director, announced to the group that it was time for the annual upgrade of the system. The schedule wasn’t yet finalized, but he recommended completion within the next 90 days. This would be their first upgrade to the system and would require five hours of downtime for the vendor to complete. Plus, it had to occur on a weekday when physicians would be seeing patients. Terry did say that this would be their first time the system had been down since it was installed the prior year; however, he did not provide any additional details or offer contact information for follow-up. Patrick knew this upgrade would be an important chance to prove himself, but he was the “new kid” on the block. He worried that there might be alliances of which he was unaware and “sacred cows” that no one wanted to disturb. He lived through many systems upgrades in the banking world and was painfully aware that these supposedly “easy” upgrades never were. He wanted to alert the practice to the problems that could occur and how to avoid them. As he sat at his desk thinking about all the issues, Terry strolled by, grinning at him and said, “Don’t worry, I’ve got it all under control.” At those words, Patrick’s heart sank. A he learned more about the project, it was clear that all of the staff and physicians needed to be retrained. And there had been no accommodations made for testing the changes. He increasingly felt as thought Terry had not appropriately informed the leadership team about the scope and risk of the upgrade. Terry appeared to be held in high regard by the practice. DISCUSSION QUESTIONS 1. How can Patrick address these risks without embarrassing Terry? 2. Why do you think that a number of the team members don’t pay attention to this important event? As a future manager, what do you think should have occurred in this meeting? 3. How would you handle the discussion that needs to take place with Terry? What measures might you take to plan for the worst? 4. What research should Patrick do on the prior years project that might assist hi in assessing the risk in the upgrade? 5. How might Patrick ensure that he understands the impact of the project before putting too much time and effort into it himself? 6. What are some of the questions Patrick should pose to understand how this uprgade would affect his staff? The physicians? Delmar’s patients? 7. Are the physicians “Team players”? Explain your response. 8. Reread this case. Using Figure below, the Confidential Teammate Evaluation Form compare the behavior of these physicians and managers with the expected behaviors of teammates. Score each one as if he or she were your teammate. What scores did they earn? (Use a scale of 1 to 10, where 1 is poor and 10 is excellent) Name Name Name Attend all sessions Prepare for each session Work collaboratively to identify and meet session goals? Actively participate in group discussions? Keep an open mind or modify opinions or conclusions to keep the project moving? Present ideas concisely? Submit assigned work on time? Interact with teammates in a respectful, considerate, and tactful manner? Fulfill responsibilities as agreed? Work actively to achieve group consensus on issues/problems? You must evaluate ALL teammates and explain any sores below 3 and above 8 compare the behavior of these physicians and managers with the expected behaviors of teammates. Score each one as if he or she were your teammate. What scores did they earn?
Purchase answer to see full attachment

​Management in Healthcare Wk 4

​Management in Healthcare Wk 4

Management in Healthcare Wk 4

“Team Dynamics and Effective Organizational Communication in Health Care, and Cultural Competence in Health Care”

Please respond to the following:

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  • From the first e-Activity, suggest the major reasons why a well-integrated communication process is important for the performance of any organization and the major reasons why such a process is particularly important in health care organizations. Support your response with at least (2) examples of communication methods used within the researched health care facility in your community.
    • E-activity:Use the Internet to research various teams within a health care facility in your community and the communication methods the facility uses among these teams. Be prepared to discuss

****This is a discussion, NOT a paper. Need 2 strong paragraphs and references.****

Editing research proposal” Long-term respiratory disorders among World Trade Center Healthcare Providers”

Editing research proposal” Long-term respiratory disorders among World Trade Center Healthcare Providers”

Running head: LONG-TERM RESPIRATORY DISORDERS Long-term respiratory disorders among World Trade Center Healthcare Providers 1 2 LONG-TERM RESPIRATORY DISORDERS Introduction to the problem Over time there has been tremendous growing concern regarding the health effects arising among survivors and healthcare providers

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from the 9/11 attacks in the United States Financial District of Lower Manhattan. It is recorded that within a matter of seconds after the collapse of the huge World Trade Center, many foreign objects, building materials, furniture and electronic equipment were pulverized and all spread to over the area. The healthcare providers of this famous New York City terrorist attack are said to be suffering from an increased long-term respiratory disorder. This includes asthma as well as other related lower respiratory diseases such as lung cancer almost two decades after the terrific attack. It is understood that when providing healthcare services, the healthcare providers were either exposed to unlimited dust cloud or acquired physical injuries in the course of the tragic attack on the World Trade Centre. According to Injury Epidemiology journal, these physical injuries and exposure to dust cloud may be the major cause of the increase long-term risk of contraction to respiratory diseases such as asthma, among other respiratory diseases. This study seeks to establish the long-term respiratory disorders suffered by the World Trade Center Healthcare providers. This group of disaster responders represents a highly exposed population since they were the first responders. This study will report findings from research interviews as well as from the available literature regarding the 9/11. Furthermore, this research will include data relating to persistence and severity of long-term respiratory disorder among the healthcare providers. Background 3 LONG-TERM RESPIRATORY DISORDERS The famous 9/11 terrorist attacks on the New York City-based World Trade Center, exposed thousands of healthcare provides alongside other rescue mission workers on the scene to dust. This has later be associated with causing a handful of respiratory disorders such as asthma, but not limited to significant declines in lung function in the first year, among most 9/11 healthcare providers. This highly tragic attack on US leading trade center immediately left 2751 people dead among whom included 343 workers that were the US and most specifically the Fire Department of New York City rescue team (Jordan, et al. 2015). Most deaths at the scene of the attack were caused by severe physical injuries caused by the falling debris of the building, fire and suffocation (Friedman, et al. 2016) Most the healthcare providers just like other rescue teams were exposed to a dense, persistent dust cloud that comprised of pulverized building materials as well as hazardous chemical by-products of pyrolysis and combustion. The healthcare providers were in the scene of the World Trade Center attack for nearly ten months which was sufficient enough to expose them to many health hazards during and after the mission. The attack consequences among the healthcare providers are known to include substantial loss in these physicians pulmonary function within the first year immediately after the World Trade Centre attack. This is a record score in relation to pulmonary fail or loss as it noted to be more than 12 times the yearly ageassociated pulmonary loss rate. In addition, the highest long-term respiratory disorders were observed among healthcare providers who got to the scene of the attack on the same morning. Furthermore, both the healthcare provider as well as many rescue mission workers and volunteers as well as residents of lower Manhattan that were exposed to dust cloud from the World Trade Center registered abnormal results on spirometry that persisted in the course of a three-year follow-up. Moreover, 4 LONG-TERM RESPIRATORY DISORDERS a research done at the New York City Department of Health and Mental Hygiene indicates that healthcare providers who were exposed to the pulverized dust cloud or suffered physical injuries or both in the course of the attack are witnessing a continued growth respiratory disorders nearly two decades later. The most common long-term respiratory disorders among the 9/11 healthcare providers are sarcoidosis, asthma, pneumonia and granuloma pneumonitis. Research questions This research will be guided by the following research questions: 1. What are the long-term respiratory disorders of the World Trade Center Healthcare providers? 2. What were the major causes of the long-term respiratory disorders among World Trade Center Healthcare Providers? 3. What measures have been put in place to control long-term respiratory disorders among World Healthcare providers? Research methodology Delimitations and limitations This research study is delimited to a World Trade Center Healthcare providers. The rescue mission at the World Trade Center comprised of more than 60,000 professionals from different teams. All these teams were equally exposed to same working condition thus concentrating on one team could give a generalized representation of the long-term respiratory disorders among the people involved in the 9/11 rescue mission. In addition, the long-term 5 LONG-TERM RESPIRATORY DISORDERS respiratory disorders are delimited to World Trade Center Healthcare providers. Furthermore, in this research, the research interview and healthcare condition will only be done on the available World Trade Center Healthcare providers. The significance of the study. This study will greatly contribute in adding to the knowledge about long-term respiratory disorders among people engaged in hazardous rescue missions. The study will add literature knowledge to the area or field of healthcare providers in rescue practices that had previously been overlooked. In addition, the study will check on the major long-term respiratory disorders research findings among World Trade Center Healthcare providers on other studies. The research study will as well determine the trends of long-term respiratory disorders over time among the World Trade Center Healthcare providers. Furthermore, the study provide the society with an incentive on how to best equip the healthcare providers in the future rescue mission to avoid repeating the same mistakes. The study will as well be critical to the healthcare education area as it will add to the existing literature and recommend a future area of study. Literature review Long-term Respiratory Disorders The long-term respiratory disorders on healthcare providers’ subsequent to the World Trade Center attack include Asthma, Chronic Obstructive Pulmonary Disease (COPD), Chronic, Bronchitis, Lung Cancer, Cystic Fibrosis/Bronchiectasis, and Pneumonia. Asthma is a chronic respiratory status which results in breathing challenges as a result of inflammation of the airways (Ferkol, & Schraufnagel, 2014). Among the World Trade Center Healthcare providers, Asthma 6 LONG-TERM RESPIRATORY DISORDERS can be described from the presence of the following symptoms: wheezing, dry cough, chest tightness and shortness of breath as indicated in the graph below. Source: Moline (2017). Asthma is associated with environmental allergies. The allergic reactions, infections as well as pollution can all be a major cause of an asthma attack. In addition, most of the healthcare providers at World Trade Center attack were found to have breathlessness respiration condition. This is a condition known as obstructive pulmonary disorder as a result of the patient failing to inability to exhale normally. Most of the World Trade Center health care providers exhibited this effects of this disease through symptoms that constitute shortness of breath as well as a cough up sputum especially in the morning. However, it was not easy to identify the people affected with this respiratory disease because its symptoms 7 LONG-TERM RESPIRATORY DISORDERS are largely mistaken for the normal person gradual aging process and body deterioration except for the very young health care providers. Pneumonia was also a common disease among the World Trade Center health care providers within the first year after the rescue mission. The disease is lung disease that results from an infection in the lungs air sacs. Typically, these infections are either bacterial, viral or fungal. For some healthcare providers, pneumonia was identified and treated with patients recovering within three weeks, however, there was a significant number of healthcare providers who extremely serious pneumonia condition that even threatened their life. Pneumonia is known to greatly affect the very young as well as old people. Its symptoms include high fever, cough, shaking chills as well as breathlessness which can either be mild or severe. Causes of long-term Respiratory Disorders The 9/11 rescue workers significantly worked under dense, persistent dust cloud that comprised of pulverized building materials as well as hazardous chemical by-products of pyrolysis and combustion. Dust and fumes from combustion as well as hazardous chemicals are known to pollute the air and cause breathing difficulties. Typically, congenital anomalies of along the respiratory tract are known to be rare but they do happened. They can be described as the major causes of respiratory disorders. This is because they are known to cause upper respiratory tract resulting in exudation of neutrophils, macrophages, and fluids), or erosion and ulceration of the nasal mucosa. The malfunction can be as a result of viral, bacterial, fungal, or parasitic agents, as well as hypersensitivity reactions. These may include localized allergies and anaphylaxis as in the case of asthma. During the 9/11 rescue mission, the air was highly polluted with dust particles 8 LONG-TERM RESPIRATORY DISORDERS that are largely associated with carrying allergies reactants that cause asthma. Dust and foreign particles in the air have as well-being a great contributor long-term respiratory disorders. For instance, Sarcoidosis a respiratory disease among the World Trade Center health care providers was as a result of Dust Exposure. The existing literature review elevates levels of sarcoidosis among firefighters in the attack and associates it with dust particles. Furthermore, there are other research findings that have reported sarcoidosis cases among rescue workers and they also relate it to Ground Zero dust exposure. In addition, York City health department also confirmed that dust exposure from the disaster contributed to a sarcoidosis death. Over the past 10 years, there has been an average of 32 sarcoidosis deaths annually from the World Trade Center rescue workers. Furthermore, there have also been an average of 362 and 439 sarcoidosis-related hospitalizations annually in New York City. Moreover, the cancer cases suffered by various 9/11 healthcare providers can be associated with inhalation of beryllium as well as other metal dust and fumes or pulverizing materials. Measures to Control Long-Term Respiratory Disorders Basically, the interventions measures of different respiratory disorders suffered by healthcare providers are usually costly and sometimes ineffective in reducing or avoiding premature deaths. As such, such these respiratory diseases can be can be best managed through preventive as well as therapeutic strategies which are associated with greater societal effect as opposed to the actual management of the respiratory disorders manifestations as they arise in people. Therefore, the best preventative measure for respiratory disorders is to rollout vaccination schemes so as to reduce the burden of respiratory diseases as opposed to individual management of community-acquired pneumonia as well as and respiratory chronic diseases (Frank et, al. 2010). In addition, the main prevention plans constitute of efforts by multiple 9 LONG-TERM RESPIRATORY DISORDERS government agencies as well as the society coming together to develop appropriate priorities for action. According to Royal File Saving (2018), nearly every year, approximately five people happen to lose their lives while attempting to rescue someone in trouble. This is usually not the aim of any rescue mission regardless of its magnitude. As such Loyal Life Saving (2018), note that despite the status of the current condition the rescuer personal safety should remain paramount in any rescue situation. As such, rescuers are advised to be aware of facts such as that people in difficulty are often in a state of panic and can very easily drag the rescuer underwater in their attempt to stay afloat. Furthermore, Loyal File Saving (2018), recommend that any rescuer should first assess the reason why the person is in trouble. This could help in developing a good strategy on how to get them out of danger without risking your life. This is, however, difficult in some scenarios such as the one for 9/11. Loyal Life Saving recommend that rescue teams need to be well informed, well equipped and thoroughly trained and united. In relation to terrorist attacks or any tragic happening, the bodies or agencies responsible for managing people that provides rescue missions should adhere to safety measure of their workers. To start with, the medical officers should be subjected to thorough safety training prior to any deployment to rescue missions. This would help the rescuers to care for their safety even as they seek to rescue others. In addition, to prevent inhalation of dust particles during rescue missions, some research study recommend that rescue team should be equipped with protective gears for hands, body, face, head, eyes, and nose. This has been found to be quite effective in people that work in hazardous areas such as mining, firefighting as well as in hospitals. 10 LONG-TERM RESPIRATORY DISORDERS References Ferkol, T., & Schraufnagel, D. (2014). The global burden of respiratory disease. Annals of the American Thoracic Society, 11(3), 404-406. Frank E. Speizer, Susan Horton, Jane Batt, and Arthur S. Slutsky. (2010). Disease Control Priorities in Developing Countries. 2nd edition. Retrieved from https://www.ncbi.nlm.nih.gov/books/NBK11773/ Friedman, S. M., Farfel, M. R., Maslow, C., Jordan, H. T., Li, J., Alper, H., … & Brackbill, R. M. (2016). Risk factors for and consequences of persistent lower respiratory symptoms among World Trade Center Health Registrants 10 years after the disaster. Occup Environ Med, oemed-2015. Jacqueline Moline, (2017). Advances in the Screening and Treatment for WTC Responders and Survivors – WD2813 Jordan, H. T., Stellman, S. D., Reibman, J., Farfel, M. R., Brackbill, R. M., Friedman, S. M., … Cone, J. E. (2015). Factors associated with poor control of 9/11-related asthma 10–11 years after the 2001 World Trade Center terrorist attacks. The Journal of Asthma, 52(6), 630–637. http://doi.org/10.3109/02770903.2014.999083 Loyal File Saving (2018), Rescue Safety, Self-Preservation is the key in any rescue. Retrieved from https://www.royallifesaving.com.au/families/out-andabout/activitiesequipment/rescue-safety 11 LONG-TERM RESPIRATORY DISORDERS Running head: HELP-SEEKING TENDENCIES Help-seeking Tendencies of Medical Practitioners Facing Trauma Name Institution 1 HELP-SEEKING TENDENCIES 2 Contents Abstract ………………………………………………………………………………………………………………. 3 Background …………………………………………………………………………………………………………. 4 Purpose of the Study …………………………………………………………………………………………….. 5 Objectives …………………………………………………………………………………………………………… 6 Hypotheses ………………………………………………………………………………………………………….. 6 Literature Review…………………………………………………………………………………………………. 7 Theoretical Approach……………………………………………………………………………………………. 8 Methodology ……………………………………………………………………………………………………….. 9 Data Collection …………………………………………………………………………………………………. 9 Data Analysis …………………………………………………………………………………………………. 12 Validity and Reliability ……………………………………………………………………………………….. 13 Significance of the Study …………………………………………………………………………………….. 14 Limitations and Delimitations………………………………………………………………………………. 14 Conclusion ………………………………………………………………………………………………………… 15 Acronyms and meanings of words……………………………………………………………………… 15 References …………………………………………………………………………………………………………. 16 Appendix A ……………………………………………………………………………………………………….. 18 HELP-SEEKING TENDENCIES 3 Abstract The occurrence of disasters in the country and around the world is common and it highly relies on the medical practitioners and rescue workers to respond effectively to such incidences. While the primary victims are given much emphasis, little effort is accorded in realizing the trauma and psychological distress that second victims that are the responders go through. This research proposal presents the guidance to the research regarding how those practitioners seek help and whether it helps them. It is based on the hypothesis that help-seeking tendencies are limited and most of the results produced are unsatisfactory. This research proposal presents a justification for carrying out mixed-methods research into the help-seeking tendencies of health providers and the effects they have on them. HELP-SEEKING TENDENCIES 4 Help-seeking Tendencies of Medical Practitioners Facing Trauma Healthcare providers, in the face of disaster, are arguably the most relied-on personnel alongside rescue workers. Whether the medical personnel attends to victims of isolated accidents or large-scale disasters such as hurricanes, they face an extremely difficult time, especially if the number of victims is high. Handling this pressure as well as the traumatizing experiences of people in critical conditions hurt the practitioners’ mental health and thus affects their well-being as well as their jobs. This concern has received much attention from researchers and thus has led to several research efforts that allowed them to understand the mental issues that medical practitioners face in the time of disaster. However, little research has been dedicated to the coping strategies of these practitioners and their effectiveness in relieving stress and psychological issues among them. It is, therefore, crucial, to understand the help-seeking trends and results of medical personnel who undergo traumatizing experiences attending to victims of disasters. Background The issue of mental distress in healthcare workers has been highlighted in many previous studies. Often, researchers review how health providers are affected by such events. For instance, Routsalainen et al. (2015) claim that every huge disaster such as the hurricanes has a distressing effect on the healthcare providers who are involved with the victims of the disaster. Furthermore, it is not only the catastrophes that cause such mental distress. The smaller disasters such as car accidents or manmade disasters such as mass shootings also cause mental distress on the healthcare providers. An example of such a disaster is the Las Vegas shooting which claimed the lives of around 50 people including the shooter. In such an incident, respondents face a crisis whereby they have to rescue many people at once and also attend to fatal wounds. Even worse, they witness some of the survivors die when in medical care. HELP-SEEKING TENDENCIES 5 Other than the recognition of the existence of such distress, it has also been established that the occurrence of such disasters is high around the globe. Therefore, it is highly likely for a healthcare provider to face such disasters in their workplace. For instance, Kahn (2005) claims that natural disasters kill more people in impoverished countries than in developed ones despite an insignificant difference in the number of disasters. These costs account for issues such as tornadoes and hurricanes and floods as well. These statistics are exclusive of human-made disasters such as shootings and accidents. Therefore, it is already established that disasters happen all the time and thus health care providers may be increasingly exposed to such in their responses. Although many researchers have delved into analyzing the cost of care and the effects that the psychological effects of traumatizing catastrophes have on the healthcare providers, little research has been done on the help-seeking tendencies of the providers in the care for the psychological and emotional problems that they may develop due to the exposure to these disasters. Therefore, there is a gap in research whereby the follow-up on the apparent aftermath of the psychological distress is missing. Therefore, researchers have failed to identify whether healthcare providers effectively seek treatment and help regarding the trauma and psychological problems they may encounter during the response to these disasters. This research proposal, therefore, aims to engage in research that will illuminate the aftermath of healthcare providers after enduring stress and psychological issues due to the exposure to the traumatic disasters and catastrophes. Purpose of the Study The study aims to establish the trend of medical practitioners seeking psychological support after attending to emergency patients in traumatizing conditions. Some of these patients are patients brought in after fatal accidents, fire incidents, and other patient-deforming incidences HELP-SEEKING TENDENCIES 6 that can cause trauma to the medical physicians. Furthermore, the research aims to find out the satisfaction rates of those practitioners who seek psychological support and help after the traumatic experiences. To accomplish this purpose of the research effort, the following questions will act as the guiding research questions: 1. What extent of the psychological effects befalls medical practitioners who tend to patients in traumatizing conditions? 2. Do healthcare providers seek professional help after facing a disaster? 3. Does providing psychological evaluations post-disaster response reduce stress levels in healthcare providers? Objectives The first objective of the study is to identify whether medical practitioners get stressed by and after treating patients who are in traumatizing shapes; for instance, survivors of fire incidents and car accident survivors. Secondly, the research will seek to understand whether medical practitioners who are affected by stress or mental disturbances due to such treatment instances seek professional help from psychotherapists. Also, the research will also seek to find out whether those practitioners who go into therapy get any help, and if so, if they believe that the help they get is satisfactory. By satisfactory, the implication is that the levels of stress are eliminated or considerably reduced in the physician’s lives after therapy. Hypotheses Very few medical practitioners seek help after tending to patients in traumatizing conditions. This is because they are caught up at work and they cannot get sufficient time out of duty for treatment and therapy. Also, most medical practitioners who go for therapy might find it helpful because they understand its value, but the situation is more likely to occur again because they will meet patients in such situations afterward. These hypotheses are considered at the HELP-SEEKING TENDENCIES 7 beginning of the research and the study will aim to credit or discredit them. Essentially, the research will allow researchers to understand the frequency and effects of help-seeking tendencies among healthcare providers who face difficult times with victims of disasters. Literature Review Papadatou, Anagnostopoulos, and Monos (1994) researched on mental health concerns in medical practitioners. They realized that medical practitioners who responded to fatal emergency patients, more especially in first aid, were more vulnerable to mental disorders. Moreover, other than the incidence of mental health concerns it is identified that children victims pose the greatest impact on medical practitioners. Crabbe, Bowley, Boffard, Alexander, and Klein (2004) researched on the stress exposure and coping with staff working in the emergency department. They were mainly interested in evaluating how medical practitioners who treat patients from car accidents and other fatal accidents react to stress caused by the conditions of the patients. Other medical physicians also mentioned fire victims, and sexual assault victims were also extremely traumatizing duties. Only 38% of staff who made the population for the study mentioned that they had not experienced any form of trauma. Female nurses were found to have the highest score in consideration of the level of trauma (Crabbe et al., 2004). However, this is insignificant because the study was completed in South Africa where being a nurse is almost equal to being a female. The rest had experienced at least one type of traumatizing case. In this case, practitioners sought help from their fellow health care providers through normal workplace sharing and socialization. In another study, 50% (536) of personnel in a healthcare center admitted having played a role in the rescue and treatment plans of the 300 injured victims, and the collection of 29 bodies of the victims who died in the bomb incidence. High PTSD levels were recorded for the participants who were involved in ambulatory services. None of them reported having gone to HELP-SEEKING TENDENCIES 8 seek any professional support after the traumatizing duty (Luce, Firth-Cozens, Midgley, and Burges, 2002). Furthermore, when researching the effectiveness and efficiency of psychotherapy, Ko, Ford, Kassam-Adams, Berkowitz, and Wilson (2008) present research into the effectiveness of psychotherapy on medics dealing with disaster victims. The research found out that emergency responders do not get exactly what they want during therapy, at least not 90% of them. Only 10% confessed that the models embraced by the psychotherapist work effectively on their stress (Ko et al., 2008). The research already performed on the topic guides that it is probable that most medical practitioners do not seek help or do not find the services they find very helpful to their situations. It is, therefore, necessary to carry out further research on the topic to compel the relevant authorities to take action regarding the response to the second victims in the face of disaster. Theoretical Approach Several theories relate to disaster response and recovery in the context of healthcare. This section of the proposal focuses on the theoretical background that this study will apply in researching the particular issues of attention. Therefore, the theory of stress and psychological well-being of healthcare providers after responding to disasters will be highlighted. The essence of knowing the theory that will apply is to acknowledge that the research will be based on preceding theories which are applicable in real life. That way, the research will have a solid foundation that it will be based on rather than utilizing speculations to carry out the research. The theory that inspires this research is the cognitive psychological theory. First, this theory focuses on determining the psychological processes that people engage in based on their thought processes, decision-making, and behavior. According to Neisser (2014), the translation of theoretical approaches to behavior can be effectively based on the cognitive effects on an individual’s behavior and efficiency in the workplace. Therefore, the research focuses on using HELP-SEEKING TENDENCIES 9 this theory to outline how the experiences of the respondents could have affected their thinking processes and their emotions thus leading to patterns of behavior. This connection between the thinking patterns and the behavior of the research population if efficient and corresponds to the cognitive psychological approach that inches on the need for a connection between thoughts and actions. Methodology This section of the research proposal focuses on the proposed methods that will be used in the research process to obtain answers from the research participants. It handles the data to be collected, the research design, data collection methods, and also the analysis of the data as well. The researcher intends to employ a mixed-methods approach to the study for a comprehensive understanding of the issues portrayed in this study. The mixed methods research, according to Creswell (2017), allows one to get an overview of the situation on the ground as well as the feelings and attitudes of those involved in it. Essentially, using this approach in this research will allow the researcher to understand the issue of dealing with traumatic experiences from a statistical as well as experiential point of view. It is thus deemed the best approach to this research since it will avail information in different dimensions to satisfy the purpose of the research. Data Collection As identified that mixed methods research will be applied, data collection will thus be based on the researcher’s ability to obtain both qualitative and quantitative data. First, the quantitative research approach will be applied. In this approach, a simple statistical approach will be used to obtain the data. Participants in the study will be obtained from five Level I and Level II centers in different cities that have been affected by catastrophes in the past. This site for the research is efficient in that it will allow the researcher to easily access research participants who HELP-SEEKING TENDENCIES 10 fit the criteria for research validity and reliability. According to Ejeta, Ardalan, and Paton (2015) health care facilities in the disaster areas where huge disasters have been experienced in the past are likely to have more professionals who are facing psychological distress or at least faced it at one point in their careers. Therefore, the undisclosed locations of research, having been hit by heavy natural and manmade disasters, form the best locations for data collection. The quantitative research approach to the study will precede the qualitative research mainly because of the need for the statistical count of the respondents who qualify for the qualitative research. In the quantitative research approach, the main aim will be to find out how many healthcare practitioners have sought care after a traumatizing experience with disaster victims. Osborne, Thomas, and Forbes (2010) claim that a considerably huge number of research participants in issues of disaster response are willing to share their experiences. Therefore, getting the number of participants who have sought help due to the trauma will set the stage for the second part of the research which is the qualitative research. In this study, the participants will be asked if they encountered traumatizing events due to disasters and whether they sought psychological help after they encountered those issues. Furthermore, the researchers will be asked to subjectively state whether they felt that any help they sought helped them. This research approach will allow the researchers to come up with a statistical figure that describes the fraction of participants which has encountered the disaster. The results of the quantitative research will be classified into several categories. First, a category of the number of healthcare practitioners which has faced traumatizing experiences due to disaster will be obtained from the research. The number will allow the researcher to understand the frequency of dealing with traumatizing events due to disaster. Secondly, the number of practitioners that sought psychological help among those who faced trauma will also HELP-SEEKING TENDENCIES 11 be obtained. This fraction will be a derivative of the first statistical result. On the third step of the research, the number of practitioners who subjectively state that their problem was solved by seeking help will also be obtained. From these three levels of research results, the statistical analysis will reveal trends in the healthcare sector. Beyond this preliminary quantitative research, the qualitative research study will be conducted. This research approach is the more crucial of the two mainly because it will evaluate the experiences and attitudes of research participants in the aftermath of traumatizing events. Scott et al. (2009) explain that healthcare practitioners become second victims when caring for trauma patients and thus they are either directly or indirectly affected by those events as well. The qualitative approach will provide a chance to the second victims to express themselves regarding how they sought care and if not why they did not. These qualitative narratives provide an opportunity to the researcher to understand underlying attitudes towards help-seeking behavior among healthcare providers as well as their attitudes, constraints, and effects due to the different courses of action. The qualitative research will inquire why and how medical personnel sought help with psychological issues that they faced after dealing with victims of a disaster. The typical research questionnaire will include two sets of research data including quantitative and qualitative research questionnaires. The second (qualitative) questionnaire will include open-ended questions which allow the respondent to elaborate their experiences and attitudes that will allow them to be heard regarding the issue of trauma and psychological distress that they faced. According to Scott (2011), qualitative approaches to the second victims allow them to access a forum that will listen to them and thus provides a system of psychological relief as well. That HELP-SEEKING TENDENCIES 12 way, other than the open-ended research questionnaires, follow-up interviews will be conducted and recorded with the respondents. The interviews will provide an opportunity for the researcher to increase the validity of data collected and also understand the emerging issues in a deeper perspective. These interviews will simply allow the respondents to explain their coping strategies following the traumatizing experiences with victims of disasters. The reason for following up on the interviews is mostly an emotional and clarity one. By interviewing the respondents, the researcher will understand their emotional stability and the effect of such disasters on their motivation. Furthermore, a one-onone encounter with respondents will allow for better observation of the research participants to better understand their responses. However, the two sets of questionnaires issued to the respondents will be used as the primary sources of data since they are easy to analyze and document. Data Analysis The data analysis process is crucial mainly because it allows the researcher to come up with justifiable evidence of the research results and conclusions made by the research process. The data analysis for both qualitative and quantitative data will be carried out in three main ways. First is the thematic approach to data analysis. Through this approach, the research, with the help of additional data analyst experts, will use data coding and reading-rereading to come up with themes that are identified in the respondent answers and interview transcripts. The use of this method will mostly be useful in qualitative data analysis because, according to Fereday and Muir-Cochrane (2006), the thematic approach allows the researcher to come up with observations which dig deep into themes presented by the experiences of respondents. In coding, the ATLAS.ti application will be used for qualitative data analysis. HELP-SEEKING TENDENCIES 13 Furthermore, a deductive approach to data analysis will be adopted as an analytical method. This approach will be deduced from the hypotheses formed at the beginning of the study to judge whether results from respondents agree with hypotheses or not. This approach will be inspired by the fact that themes and concepts are preconceived and thus testing them with the data will form the shortest channel of data analysis. Inspired by Creswell (2017), the approach will adopt the different themes and conclusions that are presented in the hypotheses and thus test them with a check from the data present. This approach to data analysis will directly answer the research questions and form a basis for further research in the future. Validity and Reliability Validity and reliability in research are crucial measures without which research results may be useless or even misleading. Validity is the assurance that the tools used measure what they claim to be measuring and also that the results can be generalized. On the other hand, reliability is the measure that ensures that the research is repeatable and that results may be repeated in another construction of the same research. Validity in the research is necessary but not sufficient for reliability to occur (Read, 2013). The research is aimed at studying mental conditions that arise in medical practitioners who respond to emergency situations whereby they deal with traumatic patients. Therefore, for starters, the research has to ensure that it deals with the relevant research participants. Furthermore, the study seeks to determine the trends followed by these medical practitioners in dealing with the trauma that arises from dealing with emergency cases. The research tool in Appendix A is aimed at ensuring the data collected is valid and accurate. It is to ensure that data collected by the various investigators are in harmony and that the criteria provided are in accordance with the aims of the research. Before determining if an individual will be useful to be incorporated in the study the investigators are required to assess him/her using the research tool above. For part 1 each yes HELP-SEEKING TENDENCIES 14 response is awarded 1(one) point and each no response gets 0(zero) points. However, for part 2 each yes response receives 0(zero) points while each no receives 1(one) point. The total of points from part 1 and 2 are calculated and this score will determine if an individual should be part of the sample data. First of all, it is a must an individual be a medical practitioner who is working in emergency response. Furthermore, the individual should have a score of more than 8 from the research tool to be incorporated into the study. Significance of the Study Medical practitioners work in one of the most unpredictable environments. They are faced with different types of tasks. One task that exerts mental pressure is treating patients who are brought in in heavily deformed shapes. This includes patients from car accidents, fires, among other fatalities. According to research, these fatalities cause trauma to medical practitioners. The groups that are affected most are the emergency medical responders (EMS), ambulatory service nurses, and nurses who offer first aid to patients arriving in emergency conditions. Research also shows that some patients cause more traumas than others; for instance, nurses confessed that treating children in such situations is more traumatizing than treating adults in such positions (Crabbe et al., 2004). Some of these medical PR actioners do not undergo any treatment, while others undergo treatment they are not satisfied with. EMS responders are in better positions of getting treatment, while nurses and other medical responders who are not part of the first responder’s category find any professional psychotherapy help. The research will help bring to light the issue of seeking help among medical practitioners and thus open the way to better practices that will allow the practitioners, as second victims, to acquire help as well. Limitations and Delimitations The main limitations of the study are the difficulty of finding medical practitioners who are ready to respond. The researcher will need to gather data from this population. Another HELP-SEEKING TENDENCIES 15 limitation is the amount of time and money needed to travel from one point to another, to look for hospitals and talk to responders. There are also delimitations. First, FEMA is open to scholarly researches, and will direct me to some of their EMS first responders. The second delimitation is that the data collection researcher lives close to a hospital where a relative works and can introduce them to some nurses who may be the first respondents to the research. Conclusion Understanding the help-seeking tendencies of medical personnel who experience traumatizing events when responding to disaster victims is crucial because it will allow more innovative responses to the trauma experienced by the practitioners as second victims. This research will focus on personnel who have had experiences that traumatized them due to their interaction with disaster victims. The funding and authorization of this research will allow a critical approach to medical employee satisfaction and will indeed create a platform for increasing their abilities to cope with such incidences. This research is bound to set up the path to changes in practice that will allow medical practitioners to deal with psychological issues emanating from trauma better. Acronyms and meanings of words FEMA- Federal Management Emergency Agency (USA) EMS- Emergency Medical Responders CBT- Cognitive behavioral therapy EMDR- Eye movement desensitization and reprocessing HELP-SEEKING TENDENCIES 16 References Crabbe, J. M., Bowley, D. M. G., Boffard, K. D., Alexander, D. A., & Klein, S. (2004). Are health professionals getting caught in the crossfire? The personal implications of caring for trauma victims. Emergency Medicine Journal, 21(5), 568-572. Creswell, J. W. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications. Ejeta, L. T., Ardalan, A., & Paton, D. (2015). Application of behavioral theories to disaster and emergency health preparedness: A systematic review. PLoS currents, 7. Fereday, J., & Muir-Cochrane, E. (2006). Demonstrating rigor using thematic analysis: A hybrid approach of inductive and deductive coding and theme development. International Journal of Qualitative Methods, 5(1), 80-92. Kahn, M. E. (2005). The death toll from natural disasters: the role of income, geography, and institutions. Review of economics and statistics, 87(2), 271-284. Ko, S. J., Ford, J. D., Kassam-Adams, N., Berkowitz, S. J., Wilson, C., Wong, M., . . . Layne, C. M. (2008). Creating trauma-informed systems: Child welfare, education, first responders, health care, juvenile justice. Professional Psychology: Research and Practice, 39(4), 396404. Luce, A., Firth-Cozens, J., Midgley, S., & Burges, C. (2002). After the Omagh bomb: Posttraumatic stress disorder in health service staff. Journal of traumatic stress, 15(1), 2730. Neisser, U. (2014). Cognitive psychology: Classic edition. Psychology Press. HELP-SEEKING TENDENCIES 17 Osborne, R. B., Thomas, A. J., & Forbes, J. (2010, March). Teaching with robots: a servicelearning approach to mentor training. In Proceedings of the 41st ACM technical symposium on Computer science education (pp. 172-176). ACM. Papadatou, D., Anagnostopoulos, F., & Monos, D. (1994). Factors contributing to the development of burnout in oncology nursing. Psychology and Psychotherapy: Theory, Research and Practice, 67(2), 187-199. Raphael, B., & Wilson, J. (Eds.). (2000). Psychological debriefing: Theory, practice and evidence. Cambridge University Press. Read, J. (2013). Reliability and validity. Models of madness: Psychological, social and biological approaches to psychosis, 47. Ruotsalainen JH, Verbeek JH, Mariné A, Serra C. (2015). Preventing occupational stress in healthcare workers. Cochrane Database of Systematic Reviews 2015, Issue 4. Art. No. CD002892. DOI: 10.1002/14651858.CD002892.pub5. Scott, S. D., Hirschinger, L. E., Cox, K. R., McCoig, M., Brandt, J., & Hall, L. W. (2009). The natural history of recovery for the healthcare provider “second victim” after adverse patient events. BMJ Quality & Safety, 18(5), 325-330. Scott, S. (2011). The Second Victim Phenomenon: A Harsh Reality of Health Care Professions. Patient Safety Network. Retrieved from https://psnet.ahrq.gov/perspectives/perspective/102 HELP-SEEKING TENDENCIES 18 Appendix A Research tool Part 1: Each yes response is 1 point while each no is 0 points Criteria Yes No 1. Is the individual a medical practitioner? 2. Does he/she work in emergency response? 3. Does he/she work with children in emergency situations? 4. Does the individual work with patients who are victims of fire or sexual abuse? 5. Has the individual encountered patient death from emergency situations? 6. Does the individual get stressed after attending to patients of trauma? 7. Has the individual ever gotten into depression due to dealing with traumatic patients? 8. Does the individual have any mental health problem? Part 2: Each no response is 1 point while each yes is 0 points Criteria Yes No 1. Does the individual have a good support system? HELP-SEEKING TENDENCIES 2. Does he/she seek professional help after dealing with traumatic cases? 3. If the answer to question 2 is yes, does it help? 4. Is the type of professional help given satisfactory? 5. Does getting psychological evaluation post response reduce stress levels? 19
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Intro to Healthcare Law

Intro to Healthcare Law

Complete the following discussion reply no less than 150 words no plagiarism no copy and paste

(Jazmin9)

I think that when it comes down to new treatment drugs, both researchers and pharmaceutical companies benefit financially. I think that this is a very controversial topic because both work hard. However, I think that researchers are the ones that should be able to profit financially because they are the ones that spend time and effort into making these new drugs. They also dedicate enough time to figure out exactly what this new drug consists of including any side effects. Many people can argue that pharmaceutical companies also spend time into these new treatment drugs. However, researchers have spent all of their time into making sure that this new treatment is effective. Often times this takes several years. In regards to the second question, my answer would still remain the same because I believe that as long as ethical guidelines are followed this should not be an issue. I think that no matter what the situation both researchers and pharmaceutical companies work together. I think that when ethical guidelines and standards are not being followed that is when this becomes a big issue. I also believe that there are many legal issues that arise from not following ethical standards especially when it comes to new treatment drugs

Complete the following discussion reply no less than 150 words no plagiarism no copy and paste

(Maryse9)

Financial management of not -far-profits is management in the commercial sector in many respects : how ever , certain key differences shift the focus of . Pharmaceutical companies have contributed to people’s improved health and prolonged life , generally speaking . Research and development of drugs that are brought to market can be costly and there are strict regulations and regulations and requirements that companies must follow in most countries .

Testing and thought clinical trails are fundamental to good medical drugs, but are numerous accusations of shortcuts, including pressing for favorable results , testing on people without their proper approval , using drugs for unapproved uses and much more . Ideologically, Many drug companies support the position of less government involvement , Yet in developing world in particular , disease and illness affect the poorest the most who cannot afford expensive ( or even sometimes cheap) treatments in the past decade or so, pharmaceutical companies have therefore also been criticized for ignoring . Many people , Most of them in tropical countries of third World, die of Preventable, curable disease …. Malaria , Tuberculosis, acute lower -respiratory infections -1998 , These claimed 6.1 million lives. People died because the drug to treat those illness are nonexistent are longer effective,. They died because it doesn’t pay to keep alive

The Public announcements of drug donations to poor countries are often Welcome , but sometimes the details reveal murkier intentions: some of the drugs are close to, or even past, their expiry date ( and expensive to dispose,adding more cost to recipient countries .Poor countries

Complete the following discussion reply no less than 150 words no plagiarism no copy and paste

(Carlos10)

Well to begin with an organization actually stands to earn a profit from intergrating a compliance and ethic program. What a compliance program does is basically educate and reinforce what should or should not be done so HIPPA is not violated. But it goes beyond that because following the program actually saves a company money and builds a good work enviroment.

Anytime an organization violates HIPPA they will have to pay a fine and worse they will be on the news. Sometimes publicity can be worse than a fine because while a fine can a one time thing. A bad news publicity can change a person mind forever and this causes loss of income. So its in the best interest for an organization to create such programs so their workers are aware of the importance of the work they do no matter how minimal.

A compliance program also builds a good view from the perspective of a worker. In a world where many people work different jobs for experience we all are finding that one place to stay and feel at home. A good ethical standing organization that works hard to provide best care to patients while understanding of the workers stress stands out. While its true if a organization is too rough on its standards it can look bad but I believe its opposite in healthcare. You want to be somewhere where anyone can be held accountable if they do something wrong and yet can be understanding the same time.

Complete the following discussion reply no less than 150 words no plagiarism no copy and paste

(Belen10)

Compliance and ethic programs serve as the moral compass of an organization. Organizations has been known to get carried away and cross the line with clinical trials and medical decision making. History show numerous incidents where unethical practices have harmed and even caused death of human beings. It’s sad to see that in some countries, organizations still conduct unethical clinical trials. As recent as 2008, a clinical trial gave a placebo to thousands of infants who had in infection that had previously killed hundreds of thousands of children (Huffington Post, 2014).

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Organizations who do not have a process to hold themselves accountable put the organization at risk of violating governing rules and regulations like the anti-trust, anti-fraud, HIPAA, EMTALA and many more. Besides the public shame and embarrassment, lack of an effective compliance and ethics program exposes an organization to potential law suits, monetary penalties, loss of acceptance into government insurance programs, incarceration, etc. Not to mention a compliance program is now a requirement in the Patient Protection and Affordable Care Act (PPACA).

I remember working at a hospital many, many years ago in where the billing department one rep was entering a reimbursement amount of one penny, in order to get claims paid. She had mentioned that she heard this from another colleague at another hospital. It wasn’t that she intentionally wanted to receive additional reimbursement, she just didn’t know how to properly get the system to accept the bill electronically. It was funny, that years later, I heard of a large hospital having to pay back a large penalty and enter into an agreement of corrective action for doing this same exact action. It was mind blowing. Without internal governing bodies, who knows how many inappropriate decisions would be made on a daily basis. A bit scary, when I think about it.

​Management in Healthcare Wk 5 Discussion

​Management in Healthcare Wk 5 Discussion

Management in Healthcare Wk 5 Discussion

“Power Plays and the Abuse of Power in Health Care Organizations”

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Please respond to the following:

  • Suggest the major issues that you believe are the basis for most of the organizational power struggles within health care facilities. Propose a method that a health care facility could use to alleviate power imbalances within the organization.
  • Assess the importance of preventing power abuse within health care organizations. Propose two (2) effective negotiation approaches that the leadership within a health care organization could use to move situations involving power abuse to a productive conclusion. Justify your response.

****This is a discussion, NOT a paper. Need 2 strong paragraphs and references.****