Founding a Well-Integrated Hospital-Based Yoga Therapy Program

2009 ◽  
Vol 19 (1) ◽  
pp. 113-122 ◽  
Author(s):  
Mark Lilly

This article describes a comprehensive outline of suggested steps for founding a hospital-based Yoga therapy program. Bringing Yoga or other integrative modalities to inpatient settings is a very involved undertaking, both from an organizational and a therapeutic perspective. This article offers strategies for approaching hospitals; overcoming administrative, structural, legal, and cultural obstacles to developing a hospital-based program; integrating Yoga into patient care; and working with patients' families. To illustrate the general challenges, principles, and processes of forming a hospital-based Yoga therapy program, this article describes the author's experience of creating a Yoga therapy-based program for the Pediatric Development and Rehabilitation unit at Emanuel Children's Hospital in Portland, OR.

PEDIATRICS ◽  
1967 ◽  
Vol 40 (3) ◽  
pp. 471-472
Author(s):  
T. BERRY BRAZELTON

In the past 2 years a new national organization, called the American Association for Child Care in Hospitals, has evolved. This organization was initiated by the six "play ladies" who are in charge of the children's hospital programs in Baltimore, Boston, Cleveland, Montreal, Philadelphia, and Pittsburgh. Two years ago, the Children's Hospital Medical Center (CHMC) in Boston was host to 50 participants from these institutions to found the organization. This initial meeting was abetted by the CHMC's concern for total patient care and was made possible by the backing of the administration and the pediatric and psychiatric departments.


PEDIATRICS ◽  
1961 ◽  
Vol 28 (5) ◽  
pp. 695-696
Author(s):  
R. J. MCKAY

In this issue of Pediatrics the article entitled "A New Design for Patient Care and Pediatric Education in a Children's Hospital: An Interim Report," by Green and Segar, represents a challenging approach to problems that are of increasing concern to pediatric educators and pediatric services of medical centers throughout the United States. It should be emphasized that the authors' plan is a proposed solution to the problems involved, and that the question as to whether it will constitute an answer will have to await analysis not only of their results but of the results of other approaches to the same problems.


PEDIATRICS ◽  
1969 ◽  
Vol 44 (6) ◽  
pp. 1039-1040
Author(s):  
William D. Cochran

I would like to rise in defense of my colleague, Dr. Brazelton, and of his Letter to the Editor1 which stimulated the Editor's answer, the criticisms of Dr. John P. Fields2 and the presentation of the House Officers1 views by Drs. Lovejoy, Hollister, and Mclnerney.3 Perhaps not known to Dr. Field but known to those of us associated with Harvard Medical School and the Children's Hospital Medical Center of Boston, there is little if any formal instruction in psychology at the medical school level or formal psychiatry and psychology at the pediatric training level.


2005 ◽  
Vol 33 (4) ◽  
pp. 851-856 ◽  
Author(s):  
Lance Lightfoot

One of the most challenging and rewarding roles for in-house hospital attorneys is serving as a member of their hospital’s Bioethics Committee (the “Committee”). As a member of the Committee, an attorney assists in developing institutional ethics policies and guidelines, and also participates in ethics consultations involving disputes about patient care. Institutions such as the Author’s employer, Texas Children’s Hospital, promote open and honest communications between members of a patient’s health care team and the patient’s parents and family; however, when communications break down, the Committee’s goal is to provide an objective forum where disputes can be discussed and hopefully resolved in a professional, ethical manner.


Author(s):  
Nisha Gadgil ◽  
Ganesh Rao ◽  
Raymond Sawaya ◽  
Daniel Yoshor ◽  
Lucia Ruggieri ◽  
...  

Texas Children’s Hospital opened its doors in 1954, and since that time the institution has remained dedicated to a three-part mission: patient care, education, and research. Dr. William R. Cheek developed an early interest in pediatric neurosurgery, which led to his efforts in building and developing a service at Texas Children’s Hospital at a time when the field was just emerging. His work with other early pioneers in the field led to the establishment of organized societies, educational texts, and governing bodies that have led to significant advances in the field over the past 50 years.


2021 ◽  
Vol 42 (Supplement_1) ◽  
pp. S32-S32
Author(s):  
Jamie Heffernan ◽  
James Gallagher

Abstract Introduction The net effect of the COVID-19 pandemic on this northeastern, urban healthcare system during March, April and May 2020 was the redirection of virtually all resources to the care of the affected population. Conversion of the majority of the hospital’s assets, including staff and infrastructure, to COVID care created a large reduction in resources for other clinical problems. The burn service was among those few essential disciplines that continued to receive acutely affected individuals during the crisis. The preservation of the burn center’s ability to continue its mission within the walls of a COVID hospital is the subject of this review. Methods All of the hospital’s ICU rooms, including all those on the burn unit, post anesthesia care units, some step-down units, and over 90% of the operating rooms (ORs) converted to COVID care ICUs. These vital actions by hospital administration enabled an increase in ICU beds from 114 to 270. Staff were redeployed to cover the massive influx of critical COVID patients. Burn inpatients during the transition were categorized by severity and age for disposition consideration. Of the 17 inpatients, 4 pediatric patients discharged home and 1 transferred to our associated children’s hospital; 7 adults discharged home, 2 transferred to our associated inpatient psychiatric hospital, 1 to inpatient rehab, and 2 transferred to a neighboring orthopedic hospital converted into an adult acute care hospital. The commitment to keep the burn center operational for both children and adults was facilitated by protecting the burn ICU hydrotherapy room, a large patient care space in the center of the burn ICU. Children, initially admitted and cared for in the hydrotherapy room until stable, transferred to our network Children’s hospital for continued care. Critical adult burns were admitted to the inpatient ICU with the COVID patients, acute burns were housed on the few remaining medical surgical units. Burn care was performed in the patients’ rooms to keep the hydrotherapy room “clean”. Results During the 3-month period described the burn service admitted and cared for 92 adult and 25 pediatric patients while maintaining a full ICU census. Although 3 admitted burn patients were COVID +, no burn patients housed in the ICU became COVID + during their stay. Conclusions The commitment to protect the burn hydrotherapy space for burn triage and care from the top level of administration was critical and notable given the widespread conversion of the subspecialty ICUs and most other patient care areas to COVID care units. Strict adherence to infection prevention guidelines and protection of the hydrotherapy room allowed burn patients to receive timely and appropriate care during a pandemic.


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