Benefits of Life Insurance for Seniors

The majority of senior residents of North America are not able to afford long-term care due to the high cost. Only a few seniors use their insurance to cover the expenses for long-term care. This is a serious issue; too many seniors are unprepared for these costs, leaving them and their families at financial risk. There is a solution: purchasing life protection can help cover all possible expenses for long-term care. There are also several other advantages of purchasing life insurance for seniors; find out about these below.

Provide Financial Support for Your Spouse

Married elderly couples are often anxious about leaving their better halves with debt after passing away, and for good reason. Funerals in countries of North America are quite expensive – they can cost as much as $5,000 or more. Not every family can afford these costs, and that is why life coverage comes as a practical solution.

Life protection policies can fully cover the expenses of the funeral and burial of one spouse, and that coverage can bring some peace of mind to the insured person. Covered by a life protection policy, the individual can be sure that his or her significant other will receive the necessary support to deal with the financial side of a funeral.

In addition, a surviving spouse can use the funds from the coverage to increase the benefits from their pension plan.

Life insurance for seniors makes it simpler to deal with the expenses of a funeral, and that means the financial pressure does not add to the already-stressful situation.

Article Source: http://EzineArticles.com/9837556

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Insurance Agency Drip Campaigns & Email Workflow

Let’s begin with a simple definition of insurance email drip campaigns. A drip campaign is a direct marketing method used to engage prospects and retain clients leveraging ongoing, dynamic content generated email marketing programs. The campaigns send targeted, and conditional content based upon existing and changing preferences. The content is sent to prospects and clients over varying periods of time to nurture leads and improve retention.

An email workflow is a series of automated emails which are sent (or not sent), based on the targeted subscribers, to help facilitate how they interact with your agency. The email workflows are triggered based on information you know, or learn, about your subscribers (using branching for Yes, No, If, Then). The workflows allow agency marketers to send precise emails, at predetermined times to specific prospects or clients. Well-designed email workflows can help insurance agencies improve conversion rates, and customer retention. Let’s discuss one of the many types of workflows insurance agencies can use, we’ll follow up with additional blog posts on other types of workflows in this ongoing series.

Insurance Webinar Workflow

Let’s say that your insurance agency is planning a webinar on a topic such as: ACA Compliance in an Uncertain Era, or Changes with CSA Regulations & the Impact on Truckers. Email workflows allow agency marketers to communicate the information your attendees need to know, and when they need to know it. Your agency webinar workflow can be triggered as soon as a date is set, though it is recommended a webinar registration landing page is ready at that time.

Once triggered, the webinar email workflow starts sending out automated emails, providing timely and useful information about the webinar, up to the webinar, and after completion of the webinar. This can include dates and times, if the webinar will be recorded, where to get the presentation slide or companion materials, and certification information for credits with HRCI, SHRM, etc. It’s beneficial, to begin a few weeks before the webinar, and to remind those who have not registered, and retain those who have registered.

Insurance agency email workflow branching allows for robust personalization and very specific content fulfilment. For example, if a registrant responds that they want to receive the slides, a Call To Action (CTA) can be created to drive them to a download page. Or for registrants who would like to share the recorded webinar at a later date, and email can be automatically generated, the day after the webinar, providing the recording link, and perhaps a CTA to set up an appointment to discuss coverages with your agency.

Article Source: http://EzineArticles.com/9701850

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Two Recommended Hospitals in Frankfurt, Germany

Frankfurt, officially known as Frankfurt am Main is the second largest metropolitan area in the country of Germany. Frankfurt is a globally renowned center for commerce, transportation, finance, education, culture and tourism. It is regarded as the second most expensive city of Germany and one of the top 10 most livable cities in the world. This city is very multicultural as 30% of its residents are immigrants. It was also the former headquarter of the U.S. Army in Germany. Visitors can find many modern hospitals in Frankfurt that offer high quality health care at global standards. All the leading hospitals accept major health insurances and provide special accommodations for international patients. Here is a note on some of the better hospitals in Frankfurt.

The University Hospital of Frankfurt located at Theodor-Stern-Kai 7 is a major health care facility in Frankfurt. The hospital offers comprehensive medical service to a large number of patients. Founded in 1914, the hospital now has 25 medical clinics and 25 research institutes. It is one of the most well known centers for various types of transplant and the only designated center for liver and pancreas transplants in the area. The central laboratory performs every kind of test for hematology, immunology and coagulation analysis. Its ISO 9001:2000 certified Institute of diagnostic and interventional radiology is remarkable and offers service in many areas. This is a premier institute for medical education and research. Tel: + 49 69 630 10

Hospital of the Holy Spirit GmbH (Hospital zum heiligen Geist) is another popular hospital in Frankfurt that offers modern and effective health care at an affordable cost. This hospital is regarded as the oldest health care facility in the city with its glorious history of about 800 years. The center offers the complete range of medical services including internal medicine, gynecology, obstetrics, surgery, aesthesia, psychosomatic medicine and pain therapy. The surgical clinic employs some well known surgeons and works under and interdisciplinary consensus. The Women’s Hospital features four birth rooms with a birthing pool, a birth stool, and a waterbed. The hospital has the best emergency care unit and ICUs. The emergency section has 20 beds and features many specialized units for heart attack, renal failure, poisoning, acute abdominal problems and shock. Tel: 069/2196-0

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Importance of Communication in Hospitals

Interaction with the front desk staff generally forms the patient’s first impression of a hospital. Lack of communication is also often the root cause of a majority of incidents that occur in a hospital. In today’s customer focused healthcare scenario, communication plays a massive role in a hospital. Sadly, it is also one of the most common and overlooked problem areas in a majority of the hospitals.

Communication can be a very effective tool for improving patient satisfaction in a hospital. Hospital feedback forms often reflect issues where improper or inadequate communication is the root cause. Long discharge time is a common cause for patient dissatisfaction in most of the hospitals, however, a major cause for disconcert could be that the patient/patient relative were not explained at the onset about the discharge process and the time taken for it and hence expects a discharge the minute the doctor orders it. Similarly, if patients are informed beforehand of the expected time delay and reasons for delay in an OPD, they are less likely to complain about the waiting time and the services at the hospital. Patient Safety is another area which relies to a great extent on communication. Improving effective communication is also one of the patient safety goals. Even a minor mistake during handover between shifts can effect patient safety. Similarly, critical test values need to be communicated instantly to the concerned consultant and in case of a code blue, alerting the code blue team or the concerned personnel is indispensable. In a healthcare set up where a critical test result or a change in the patient condition can be a matter of life and death the importance of communication cannot be emphasized enough.

Some strategies for effective communication in hospitals:

• Soft skill training should be given to staff for better patient handling. Rude staff and inadequate information and attention by staff are frequent complains of patients at the registration and enquiry desk during the peak hours of patient flow.

• The hospital should plan and prepare for communication strategies in situations where enhanced communication is required and train their staff for the same, for e.g. sudden death of a patient, violent patient relatives etc.

It is also important that the patient relatives are periodically updated about the condition of the patient.

• Senior clinical and management staff should always encourage an open channel of communication with staff down the line. There have been incidences in hospitals where patient care was compromised because the nurses were apprehensive to contact the doctor. A good communication culture in the organization also improves employee satisfaction as it improves transparency and increases accountability.

• Good intra and inter departmental flow of information is essential to improve the efficiency of hospital services. Quality indicator trends, audit results and patient feedback results should be communicated down the line to the concerned staff down the line, without which the activity is useless.

External and internal communication play a major role in a hospital set up where timeliness, adequacy, accuracy, completeness of information could play a vital role in avoiding errors and saving a life. At the end of the day, however good the clinical care given it will be useless if it is not communicated appropriately to the patient.

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Automobile Dealerships – Out of Trust – Keepers

The Necessity of a Keeper

When a lender feels its security is in jeopardy, it frequently places a keeper in the dealership. This action is usually precipitated by the lender losing its "comfort level" with the dealer.

While many dealers interpret the placing of a keeper in their dealership as a hostile action on the part of the lender, their reaction is based more upon emotion than logic. The lending officer works for a corporation and the corporation is owned by shareholders. The officer has a duty to the company and to the shareholders to protect their security.

"The act of (a lender) in placing its representatives at the plant of its debtor reflected only the natural instincts, interest and solicitude of any other creditor then in its position, and (the lender) is not on that account alone to be penalized by being declared the principal. " Commercial Credit Co. v. LA Benson Co., Inc. 184 A. 236, at 240 (Md. 1936).

See too: Cosoff v. Rodman (In re WT Grant Co.) , 699 F.2d 599 (2d Cir.) Cert. denied, at: 104 S.Ct. 89 (1983) where the court said the banks would have been derelict in their duty to their creditors and stockholders if they did not keep a careful watch on the debtor.

The lending officer did not wake up one morning and decide it would be a good idea to put a keeper in the dealership. In the typical case, the dealership had either been experiencing financial difficulties for a period of time, or a series of floor checks revealed the dealer had "sold and unpaid" vehicles of such an unusually high proportion to monthly sales, that the lender classified the vehicles as being sold out of trust. In either situation, a prudent lender must view the dealer from a different perspective.

No one can predict what a person will do under the continued pressure of serious financial difficulties. By the time a lender puts a keeper in a dealership, the burdens the dealer is shouldering have been growing for some time. The dealer usually does not fully comprehend the extent of the strain under which he or she has been functioning; but, when one faces numerous negotiations with creditors, endless days of chasing cash to make payroll and pay bills and does not have enough cash to purchase and keep a good trade, one's judgment becomes clouded. An experienced lender knows that a normally rational person can do most anything when placed under a sufficient amount pressure, for a sufficient amount of time.

When the keeper appears, the dealer rather than being vengeful or hurt should realize the dealership needs professional help and seek it. There are many ways to continue operating a dealership with a keeper and to resolve the situation, re-capitalize the store, or sell the dealership at a fair price, vis-à-vis a fire sale.

In most instances, a keeper is placed in a dealership upon the mutual consent of the dealer and the finance company. At the meeting preceding such an action, it is wise for the parties to identify, agree to and understand the specific duties and corresponding actions, of the keeper.

The Keeper's Affirmative Duties

Although the primary concern of the keeper lies in the care and custody of the floored vehicles, in most instances the lender also holds a security interest in all or part of the dealership's assets. Consequently, the keeper will want to be and should be aware of the dealer's attitude towards assets other than the floored vehicles and should report to the credit company any indication on the part of the dealer to dispose of any such assets.

The keeper, usually more than one person, will be at the dealership every business day from the time the first employee arrives, until the last employee leaves. The keeper should be responsible for:

(1) The condition, location and security of the pledged assets;

(2) Keeping the vehicles':
a. Ignition Keys
b. Dealer License Plates
c. MSOs and / or Invoices and other documentation required to transfer title.

(3) Being present when the mail is opened;

(4) Taking custody of the cash and checks;

(5) Taking custody of the unused check stock;

(6) Supervising preparation of the bank deposit and agreeing upon whom will make the deposit;

(7) The disposition of proceeds on contracts of sold vehicles, to be sure the money gets to the proper parties;

(8) Arranging for third party finance companies, which purchase the dealer's contracts, to include the lender's name on proceeds checks, or, in the alternative, to refuse to permit the dealer to contract a sale to other finance companies;

(9) Being responsible for protecting the vehicles after the dealership closes; if the vehicles cannot be blocked from exiting the facility, via a fence and "blockers", a security guard should be hired;

(10) Establishing a means of maintaining a running, daily, or semi-daily, inventory control of unsold vehicles. Only one vehicle at a time, for which the lender has not received payment, should leave the dealership, whether of not that vehicle is floored;

(11) Being aware of the activities in the Parts Department and its employees.

Courts have approved of lenders controlling the release of the bank's collateral, depositing all accounts receivable in a special banking account and requiring the counter-signature of the bank's agent for all payments from the special account [ Ford v. CE Wilson & Co. Inc. , 120 F.2d 614 (2d Cir. 1942)], receiving regular reports on the accounts payable activity, receiving estimated weekly expense budgets [ Edwards v. Northeastern Bank , 39 NC App. 261, 250 SE 2d 651 (1979)], proffering advice to the dealer, even coupled with a decision to withhold credit [ In re Beverages International, Ltd. , 50 Bankr 273 (D. Mass 1985), requiring the debtor to hire a consultant acceptable to the bank in the management and sale of the company, requiring the debtor to implement a lockbox with respect to its receivables and requiring certain individuals to pledge their stock in the debtor, to the bank [ In re. Technology for Energy Corp , 56 Bankr. 307 (ED Tenn. 1985).

Acts a Keeper Should Not Perform

If the work-out plan ever deteriorates and / or the relationship becomes hostile between the lender and the dealer, or creditors or employees of the dealer, the keeper's will come under the scrutiny of a court. In such a case, those actions could be the beginning of a basis of liability or exoneration for the lender. In order to best protect the lender, the keeper should be aware of the following:

(1) The lender has an affirmative duty not to unnecessarily, maliciously or promiscuously disclose the financial condition of its debtor and any unauthorized disclosure could be a basis for both compensatory and punitive damages. Rubenstein v. South Denver Nat'l Bank , Case No 86CA0840 (Colo. 1988);

(2) Participating in board meetings and exercising decision making authority with respect to the day to day operations of the business could make the lender liable for all of the debts of the debtor. Lurgen, Liability of a Creditor in a Control Relationship With Its Debtor , 67 Marq. Law Review 523 (1984); See too: Restatement (Second) Agency, Section 14-0, Comment "a";

(3) Evidence of personality conflicts with the borrower could support a bad faith claim by the debtor. KMC v. Irving Trust Co. , 757 F.2d 752 (6th Cir. 1985)

(4) Making threats which the lender is not prepared to carry-out, may support a fraud action against the lender. State Nat'l Bank of El Paso v. Farah Manufacturing Co. 678 SW2d 661 (Tex. App. El Paso 1984).

(5) Misleading a lender who intends to refinance the debtor, as to the debtor's financial condition may result in liability to the third party lender. General Motors Acceptance Corporation v Central National Bank of Mattoon , 773 F.2d 771 (7th Cir. 1985).

Note too: while a factory does not seem to owe a duty to protect a lender's floor plan status, to inform the lender of the fact that the dealer is going to sell, there is a triable issue of fact as to whether or not the factory has a duty to disclose the foreseeability of the dealer going out of trust. Beneficial Commercial Corp. v. Murray Glick Datsun, Inc. 601 F.Supp. 770 SDNY 1985).

Procedures for Handling Insurance and Service Contract Monies

Some lenders have experienced staffs, which understand the above issues and problems. In any case, the dealer should be aware of them and should open new trust accounts. The accounts should be opened at a separate bank, in order to avoid any misunderstandings. If the lender wishes to audit these new accounts, that is fair. If a lending officer threatens to penalize the dealer for protecting the customer's money, he or she is being unreasonable and the dealer should ascend the chain of command until reason prevails. If reason does not prevail, the dealer has hard evidence of the lender creating an untenable position, which evidence may prove useful at a later date.

The handling of the premiums for life, accident and health insurance, and for service contracts, does not create a problem, if a routine is established. Always, with respect to insurance premiums, and usually with service contracts, the sale is covered under a security agreement. The lender and dealer should agree that all "time sales" will be restricted to the lender, unless a third party financing company agrees to put the lender's name on the proceeds check, which usually does not happen.

When a time-sale is being arranged, advance approval of the lender is should be required. Subsequently, when the contract is offered to the lender for purchase, the lender should deduct the amount necessary to release the flooring. If the proceeds of sale are insufficient to clear the flooring, the keeper should have already deposited the cash down payment, and / or have taken possession of the title to the trade-in.

The proceeds of sale, in excess of the flooring, are given to the keeper, who supervises the deposit of the service contract and insurance monies to the trust account and the mailing of the premiums companies to the appropriate insurance companies. If possible, the pay-off for the traded vehicle is also made from the general account of the dealership.

The above process, while time consuming, is necessary. The parties should appreciate the understanding, patience and cooperation needed from each other in order to make the operation run smoothly. If either the keeper, or the dealer, has a problem working with the other, the problem should be discussed with the keeper's superior and resolved, or a new keeper assigned.

Procedures for Handling Payroll Monies

With respect to payroll monies, the dealership should continue with separate payroll account and the lender should agree to permit a payroll large enough for sufficient personnel to run the dealership in order to complete whatever stage of the work-out plan the parties have reached. If the dealership is winding-down sufficient payroll should be allowed for a "skeleton crew" to prepare the dealership for sale, or closing. Equipment will have to be guarded and maintained. Secretarial and accounting work will have to be completed. With respect to sales people, although they do fall within the minimum wage laws, they only get paid a commission if they make a sale and, if they do, they probably will have sold the asset for more money than the lender would get at an auction. The source of funds to cover the dealership operations is discussed in the next section.

Commissioned Salespeople

As mentioned, the commissioned salesperson gets paid a commission if and only if a contract for the sale of a vehicle cashes. They represent the best means of obtaining full value for the lender's security. Consequently, the lender, regardless of its security interest, would probably be wise to subordinate its interest to the extent necessary for the sales people to earn a reasonable commission.

Closing a dealership is covered in another article. At this point, it is enough to mention that a lender, liquidating foreclosed vehicles, would have to deduct transportation, insurance, storage and auction fees from the forced liquidation sales prices of any vehicles it sold, before receiving any monies itself. Therefore, the amount of a salesperson's commission for selling vehicles, net of the foreclosure costs, would appear to be a good investment, on the part of the lender.

An interesting question arises as to whether or not the lender has an implied duty, knowing the sales people are liquidating the inventory for the benefit of the lender, to inform the sales people that it, the lender, intends to keep all of the gross profit from the sale; and, further, if the lender, knowing it does not intend to allow the sales people to be reimbursed for their efforts, says nothing, do the sales people have an action against the lender?

In any event, the payment of employees (salaried or commissioned) should be made by the dealer from a separate payroll account. The account should be funded under the supervision of the keeper, but the lender's employees should not participate in distributing the funds. Note: Participation in distributing the company payroll could make the lender liable for taxes. 26 USC 3505 and 6672.

Division of the Discretionary Income

Vehicle Income

If a lender maintains a security interest in the dealer's vehicle inventory and if the dealership has collected and spent money for vehicles which have been sold, without reimbursing the lender for those vehicles, then the dealership's gross profits from all future vehicle sales should be applied to reduce the number of sold and unpaid units. The cash profits from such sales should be applied immediately to the lender's debt, such as vehicle gross profit, finance and insurance commissions and service contract profits. Factory rebate money and incentive monies should be assigned to the lender and applied to the borrower's debt only upon receipt of the actual cash.

Service Department Income

Unless the dealership is averaging a 100% service absorption rate of its fixed overhead expense, which is unlikely, trying to operate a dealership on the service department's income will be difficult, if not impossible. If the lender is unable or unwilling to allow these monies to be applied to the general operating fund of the dealership, it means the lender has decided to close the dealership, whether it believes so or not.

The service department monies include gross profits from parts, service, labor and the body shop, if the dealership has one. The percentage of all fixed overhead expenses covered by this profit reversing the dealership's absorption rate.

If the dealership is being sold or closed, these monies should be used to complete the payrolls necessary to accomplish an orderly transition or liquidation.

As always, consult with a qualified attorney whenever dealing with out of trust situations.

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The US Automotive Industry and The Big Three

We have a proud car culture in the United States but, surprisingly, not many people know too much about this country’s automotive history. For this history lesson, we are focusing on the automotive “industry” rather than the history of the automobile itself.

When It All Began

In the 1890s, the American automotive industry began and, thanks to the use of mass-production and the large size of the domestic market, quickly evolved into the largest automotive industry in the world (though this title would be taken from the U.S. by Japan in the 1980s and then from Japan by China in 2008).

The U.S. motor vehicle industry actually started with hundreds of manufacturers, but by the end of the 1920s, three companies stood apart from the rest:

  1. General Motors
  2. Ford
  3. Chrysler

The Big Three

These three companies continued to prosper, even after the Great Depression and World War II. Henry Ford began building cars back in 1896 and started the Ford-Motor Company in 1903. Ford utilized the first conveyor belt-based assembly line in 1913, improving mass production of its Model T. The assembly line decreased costs significantly and the Model T sold so well that it propelled Ford into the largest automobile company in the U.S.

General Motors was founded by William Durant (formerly a carriage maker)n in 1908. In the first couple of years, GM acquired Buick, Oldsmobile, Oakland (later to become Pontiac), Cadillac, and a number of other car companies. Durant also wanted to acquire Ford but Henry Ford opted to keep his company independent. Having become a little to “acquisition-happy,” Durant over-extended the company and was forced out by a group of banks who took controlling interest in the company. Durant then teamed up with Louis Chevrolet and founded Chevrolet in 1913, which became a quick success. Durant retook majority control in GM after acquiring enough stock and GM acquired Chevrolet in 1917. This did not last long, however. Durant was forced out again in 1921. In the late 1920s, GM overtook Ford as the largest automaker.

The former president of Buick and a former executive of GM, Walter Chrysler took control of the Maxwell Motor Company in 1920, revamped it, and reorganized it into Chrysler Corporation in 1925. Chrysler acquired Dodge Brothers in 1927 and, in 1928, introduced the DeSoto and Plymouth brands thanks to the dealer network and manufacturing facilities that came with the Dodge acquisition. By the 1930s, Chrysler overtook Ford and became the second largest automaker.

1950s and Beyond

By 1950, America produced almost 75 percent of all automobiles in the world. At the start of the 1970s, however, U.S. auto companies (especially the Big Three) were severely affected by increased competition from foreign auto manufacturers and high oil prices. In subsequent years, companies bounced back occasionally but the crisis reached its pinnacle in 2008, prompting Chrysler and General Motors to file for bankruptcy reorganization and be bailed out by the federal government. While Ford was also affected by the crisis, it decided to power through on its own and did not take the bail out. We actually have a lot of respect for Ford as a result of this. They did not take the easy way out.

The year 2014 saw saw the biggest (seasonally adjusted annualized) sales in history with 16.98 million vehicles.

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Hospital Discharge – How to Plan For a Safe Discharge

Be aware that all unplanned, rushed or poorly coordinated discharges from hospitals are very dangerous! A recent study in the New England Journal of Medicine concluded that one in five Medicare patients are readmitted to the hospital within 30 days. One in three are back within 90 days. The author suggests that many of these problems are related to inadequate coordination of care and poor discharge planning.

Why This Happens

Discharge planning is not always given the care and attention necessary for a smooth transition from the hospital. All patients should receive detailed care instructions in their language and at their health care literacy level. Unfortunately, this does not always happen.

Hospital staff members are under intense pressure to release you as soon as they can. Those in the health care industry have coined the term “quicker and sicker” when they describe how patients are now discharged from hospitals. As a direct result of such early hospital discharges:

· 41% of patients are discharged with test results still pending.

· 13% of these tests are of an urgent nature.

What’s worse, at the time of discharge, one half of adults have trouble understanding their prescriptions or discharge instructions. In addition, less than one-half of patients know their diagnosis, treatment plan or side effects of prescribed medication.

The results of poor care coordination at the time of a hospital discharge can jeopardize your health and safety. Here is my recommendation; don’t allow this to happen to you or a loved one.

Take Active Role in Your Discharge Plan

You must insist on a well planned and coordinated hospital discharge plan. At the very least, be sure to:

1. Receive the necessary discharge education about the condition that brought you to the hospital. Take full advantage of the expertise of the hospital staff. Ask as many questions as necessary to gain a full understanding of your condition, diagnosis, and treatment plan. Ask for written information as well.

2. Request to meet with the hospital pharmacist to review all of your discharge medications. Be sure to discuss any changes, additions or deletions of medication that you were taking before your hospitalization. This process is called “Medication Reconciliation” and is essential to a safe discharge. It has been found that between 20 and 30% of all hospital re-admissions within 30 days are the direct result of medication issues.

3. Find out when you need to follow up with your medical team such as your primary care physician, surgeon or specialist. This is critical as a well coordinated discharge plan will involve timely follow up care.

4. Be sure that your primary care physician receives copies of your discharge medication list and instructions. Take your copy with you to your follow up appointment.

These are just a few of the items that need to be contained in your official discharge plan. Remember, this may not happen unless you request it. You will increase the likelihood of a safe discharge when you are an active participant in discharge planning.

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Two Recommended Medical Centers in Curitiba, Brazil

Curitiba – located in Paraná state is the most important city in southern Brazil . Curitiba is the second largest car manufacturer and is regarded as the best place for investments in Brazil. Attractions include gardens, an opera house and museums.Curitiba has a developed medical service sector with many modern hospitals.This is a summary of some of Curitiba's reputable hospitals.

Hospital VITA Curitiba is one of the best hospitals in the country. The 152 bed, modern hospital is operated by one of the leading hospital groups in Brazil. The hospital has attained many famous accreditations including the highest accreditation level of the country awarded by ONA (National Accreditation Organization). Hospital VITA has full-fledged clinical departments and seven operating rooms, all of which provide excellent medical and surgical service in every specialty.

The hospital's emergency center features an emergency room, 13 observation rooms and 1 minor surgery room making the center equipped to meet any urgency. It has a 24 bed general ICU, a pediatric ICU with10 beds, a cardiac ICU and a neurological ICU. All of the ICUs in this hospital offer 24-hour specialized care. VITA Curitiba has a nicely equipped diagnostics division that offers over 16 types of advanced procedures. It is also equipped with modern laboratories, a hemodynamics section and a pharmacy. Hospital VITA has110 apartments and it offers accommodations in a friendly environment. Tel: + 55 41 3315 1935

Hospital Santa Cruz is one of the best private hospitals in Brazil and is placed at Avenida do Batel, 1889 Curitiba. This 220 bed multi disciplinary center started in 1966 and has won ONA's third level approval. The center, popularly known by Holy Cross Hospital, offers excellent medical service in all specialties. Additionally, its preventive medicine, neurosurgery, cardiology and emergency divisions are nationally renowned. The hospital has eleven modern operating rooms including six general surgery theaters. The emergency unit has modern facilities as well as 60 specialized physicians. This specific emergency unit has the highest number of doctors per shift among the Curitiba hospitals. The ICU with 32 beds offers excellent care. The laboratories are also at par with other international hospitals. Warm accommodations are available in luxurious suites and rooms. Tel: + 55 41 3312 3000

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Hospital Dentistry As Special Dental Solution

There might be times when conventional dental care would be insufficient for some patients. The factors can range from physical limitations because of sickness to the age of the patients. Either they might be too young or they are too old to have a regular cleaning or a root canal treatment. A remarkable solution to all these problems is the hospital dentistry.

This is a special arrangement, or a solution, for those who need dental care but not in a normal setting.

Occasionally, the patients also have problems getting the treatment in a clinic. This is despite the fact that dentistry is completed with countless state-of-the-art features. It has come a long way from the 17th century when Charles Allen published the first book of dentistry, titled the Operator for the Teeth. In many cases, hospital dentistry has emerged as the only special dental solution.

This might be surprising but this special dental solution works for those patients, who have a phobia for anything related to dental care. Many people have also fear about the needles and forceps used in a clinic. The treatment might be a simple paint-free dentistry, such as for cleaning and teeth whitening. Yet, the irrational fear persists.

On the other hand, kids, young children and other patients with development disabilities would also need special care and treatment. A traditional dental setting would be insufficient for them. In extreme cases, there might be patients who would need a full sedation as in a hospital to get the pain free dentistry as well.

So what are provided in hospital dentistry?

Though the approach is slightly different from normal care in these facilities, all the common dental care solutions are available. Patients can look forward to a host of paint free dentistry, some of which are mentioned below:

• Cleaning and prevention: This includes fillings, digital X-rays and deep cleaning.

• Teeth whitening: This is remarkable for cosmetic purposes.

• Invisalign: This is a much more efficient alternative to traditional braces.

• Root canal therapy: Hospital dentistry has simplified this complex process of curing tooth pain and decay.

• Extractions: Many patients cannot stand this treatment and hence the crucial roles of pain free dentistry.

• Crowns, dentures and bridges: These are ideal for curing both teeth problems and cosmetic purposes.

• Implants: Another cosmetic solution in the most effective way

To conclude, hospital dentistry is an extension of dental care, albeit with a more sophisticated, yet simplified purposes. Precisely, it would suit everyone’s need regardless of phobias, inconvenience, age or illness.

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Locate the Best Hospitals in Milan

Milan is a wonderful city in Italy. Apart from being a sought after tourist destination, it is also a hotspot for fashion, business, art and music. Tourist attractions here include museums, castles, cathedrals, universities and libraries. You will find a sufficient number of public and private hospitals in the city. In case of an emergency you can call the Red Cross at 3883.

In case you happen to need medical assistance during your visit to Milan the Milan Clinic is a good choice for you. A complete healthcare facility that offers the entire range of medical facilities for the entire family, the clinic is staffed by English speaking doctors and nurses. The address for the clinic is 25 via Cerva, Milano. The hospital also offers vaccination advice to those traveling overseas.

The San Raffaele Hospital was founded in 1969. The facilities available at the hospital include clinical, diagnostic and surgical services. You will also find a fully equipped emergency room and an intensive care unit at San Raffaele. The focus in this hospital is on holistic healing. Therefore the hospital employees take care of the biological, psychological and spiritual aspects of healing. The hospital also carries out scientific medicinal research.

The Clinical Institute San Siro is currently in the process of remodeling and modernizing itself. The hospital mainly focuses on orthopedic surgery. The hospital holds an expertise in arthroscopic knee surgery, reconstructive surgery and sports trauma.

Located in the heart of the city, the nursing home la Madonnina is a hospital that is known to provide world class health service. The clinic provides a host of medical services and has a team of dedicated medical professionals. The hospital is operational 24 hours a day and in case of an emergency one can easily get medical assistance here at any time. The amenities at the hospital include operation theaters, delivery rooms and superior diagnostic services. The hospital address is via Quadronno at no.

Centro Cardiologico Monzino is a hospital dedicated to providing modern care in the field of cardiology. This hospital established by Professor Cesare Bartorelli is affiliated with the University of Milan and integrates research and education with clinical practice to provide the patients with the best medical care possible. The hospital offers the latest in diagnostic and therapeutic care.

The La Casa di Cura Privata Capitanio is a charity institute run by the Congregation of the Sisters of Sante Bartolomea Capitanio and Vicenta Gerosa. The hospital is the place to go in case you are looking for good and reliable services that don't cost too much. It is a hospital with multiple specialties. The hospital address is via g Mercalli, 30 – 20122 Milan and the telephone numbers is (02) 58-389-1.

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