Case study: Professor Conan Barbarian is an icon in the field of gerontology. He is the director of the Institute of Gerontological Research (IGR) at Jellystone University, a highly funded research lab in which several faculty, postdocs, and graduate students work. Professor Barbarian requires that he be listed as an author on all manuscripts based on research completed at the IGR. Is Professor Barbarian justified in his demand, or is this an example of ego gone wild?

South Carolina has many state-recognized tribes and groups. Select ONE (1) of the tribes/groups from the list below. Research one aspect of their culture and one aspect of their traditional tribal healthcare beliefs. Based on your findings, what information do you think might be useful for a fellow healthcare worker to know when addressing a new patient from this group?

Must post references.

State Recognized Tribes and Groups

• Beaver Creek Indians
• Edisto Natchez Kusso Tribe of South Carolina
• Pee Dee Nation of Upper South Carolina
• Pee Dee Indian Tribe of South Carolina
• Santee Indian Organization
• Sumter Tribe of Cheraw Indians
• The Waccamaw Indian People
• Wassamasaw Tribe of Varnertown Indians
• Chaloklowa Chickasaw Indian People
• Eastern Cherokee, Southern Iroquois and United Tribes of SC
• Natchez Tribe of South Carolina
• Pee Dee Indian Tribe of Beaver Creek
• Piedmont American Indian Association – Lower Eastern Cherokee Nation of South Carolina

You are required to get three resistance band workouts a week. At the end of the week, you will submit your workout log that shows what you did. Start with the dynamic warm-up. You do not need to record that on your log.

For each work out pick the following:

Legs: Pick three exercises

Chest, Back, Shoulders, Biceps, Triceps: Pick one exercise

Ab’s: Pick 2 exercises

Try to pick a resistance band that pushes you to a failure somewhere between 10-20 repetitions. You will only do 1 set of that exercise, so it needs to be a good one that pushes you to failure.

Free Clinic Woes

As the director of Franklin Creek District Health Department, Jane Potterfield was proud of her- self. She had gotten a small grant from a local corporation for a part-time receptionist and had received free use of an old store in one of her counties-the county that was most rural. She also had gotten two big-city physicians who were willing to travel to that store twice a week. She had all she needed to start a free clinic.

This primary care clinic would be available for those in the rural county who were working but unable to afford health insurance. In other words, they were too poor to afford an individual health plan but probably too rich to be eligible for Medicaid. Because all services were to be free, the state would furnish special help, such as free malpractice insurance coverage for the doctors.

Furthermore, the state health department had given Jane’s health department approval to hold a childhood vaccine program in the same rural building twice a month. This would make it possible to increase the number of rural children who got immunized according to the state timetables.
Jane was at her desk preparing an agenda for the next board of health meeting, with all this good news on it. She felt that she was rea11y making a difference in her region.

Suddenly, there was a knock at her office door.

Jane looked up to see a member of the board of health, Dr. Karen Matthewsen. Jane felt Karen was the best board member they had. Karen was a country doctor who worked in the rural county where Jane’s concerns were the strongest, and Karen was a champion of the medically indigent throughout the whole region.

“Come in, Karen,” Jane said with enthusiasm. “You can perhaps give me some help drawing up the agenda item about the wonderful new free clinic and vaccine program.”

“Well, that is why I wanted to come sec you, Jane- am worried about those new developments.” Karen said these words as she sat down in the guest chair by Jane’s desk. Karen was clearly upset.

“But you arc the biggest champion for the dispossessed on our board. I thought you would be tickled pink to see more services opening where the need is so great.” Jane was also getting a little upset. This reaction fi-om her old friend was not expected.

“As you know, Jane, I see more poor patients than any other doctor in the area, and T must say that it is tough enough to make a living in a rural county without having neighboring doc- tors come in and give free care. I know they are not supposed to take my Medicaid patients, but I operate on a close margin-closer than you might expect-and the loss of even underpaying private-pay patients and maybe some Medicaid ones, too, is problematic. Some patients might even prefer your services to going on Medicaid, while I work to get my uninsured patients covered by Medicaid and never tum a Medicaid patient down.

“Furthermore, lots of residents of our rural county could use the new childhood vaccine program you are offering, and those vaccines represent 20% of my practice net income every summer in the month before school opens.”

Jane countered by noting that the free clinic would be encouraging eligible individuals to sign up for Medicaid and to see local doctors, but Karen noted that the free clinic would not be operating but two half days a week, and with volunteer labor, it would be unlikely to do lot of follow-up and paperwork.

“No,” Karen said, looking Jane straight in the eye, “I must say that, for the first time, I am against a new health department program aimed at the indigent. l believe country doctors like me need to be free of well-meaning government initiatives that are redundant, with private enterprises already struggling financially. I plan to vote against the clinic.”

Questions:

1. How do you feel about Karen’s position? What are its strengths and weaknesses?
2. Organizational staff people like to avoid having many split votes on crucial issues. What can Jane do to meet the needs of her community and maintain the board’s unity. Is there an effective compromise position that can be championed?
3. If you were a working but poor person needing care in that rural county, what would you recommend the board do?
4. Provide a critical analysis of the scenario and state your position.

Describe the program (school, program name, length, type of training, etc.).

Describe the broad goals of the program (i.e., provide entry-level job skills, improve worker efficiency, provide conceptual understanding, etc.). What population does the program serve (adults, unemployed, handicapped, high school, etc.)? What is the approximate enrollment of the program? Describe the delivery strategy (traditional classroom instruction, computer-based training, self-paced study, videotape, etc.). How are the costs of the program paid for (tuition, government funds, etc.)? Do the students pay tuition? What are the strengths of the program? What are the weaknesses of the program? What is your impression of the program? Is this good for students? Why or why not? What would make it better? What are the historical or philosophical implications of this program (i.e. is the program a result of legislation?)