Tuesday, September 15, 2020

Pay Someone To Write My Research Paper

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Pay Someone To Write My Research Paper

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Friday, September 11, 2020

Top 20 Research Paper Writing Services Of 2020

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Thursday, September 10, 2020

Write My Essay, Please!

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Monday, September 7, 2020

Pay Someone To Write My Research Paper Fiverr

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Friday, September 4, 2020

Professional Research Paper Writers

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Thursday, September 3, 2020

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Wednesday, September 2, 2020

What Kind Of Paper Do You Need To Write?

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What Kind Of Paper Do You Need To Write?

What Kind Of Paper Do You Need To Write? I print out the paper, as I find it simpler to make comments on the printed pages than on an digital reader. I read the manuscript very rigorously the first time, making an attempt to observe the authors’ argument and predict what the next step could be. At this primary stage, I attempt to be as open-minded as I can. I don’t have a formalized checklist, but there are a variety of questions that I generally use. Our fair money-again guarantee coverage ensures your strong confidence and full satisfaction in relation to dealing with our custom writing service. We've brought you the child-friendly, therapist-examined, teacher-permitted Hi-Write pad that will have fingers and pencils writing with more ease and readability than ever earlier than. Ruled 5/8 inch writing paper with bottom line highlighted to encourage proper placement of letters. The beginner degree 2 paper is ideal for grades 1-2. I normally think about first the relevance to my very own experience. I will flip down requests if the paper is just too far removed from my own analysis areas, since I might not have the ability to present an informed evaluate. Having stated that, I are inclined to outline my experience pretty broadly for reviewing purposes. I am more keen to evaluate for journals that I learn or publish in. Additionally, it's difficult to tell whether or not the first sentence is even a thesis statement. An externalizing conclusion presents points or concepts that will not have been immediately acknowledged or relevant to the way in which you presented your research and thesis. However, these kind of conclusions may be efficient as a result of they current new ideas that build off of the topic you initially presented in your research. Does it contribute to our data, or is it old wine in new bottles? This usually requires doing a little background studying, generally together with a few of the cited literature, in regards to the theory offered in the manuscript. It all is determined by the deadline you specify in your order. We’ll fully respect the deadline without compromising on quality, even if it means working day and evening to deliver your essay to perfection. Look through the entire essay, submit, and obtain an A. If you are not happy with the paper, you may use our free revision option to make corrections or receive a refund if your directions were not adopted. We at all times try to fulfill buyer’s requirements. Before I became an editor, I was once pretty eclectic in the journals I reviewed for, however now I are usually extra discerning, since my editing duties take up a lot of my reviewing time. Below are a list of phrases and definitions professors use when commenting in your papers. In this case, your job is to determine what question you’d like to put in writing about. The reply to the query is the thesis assertion for the essay. In basic, your thesis statement will accomplish these targets when you think of the thesis as the answer to the query your paper explores. Almost all of usâ€"even when we don’t do it consciouslyâ€"look early in an essay for a one- or two-sentence condensation of the argument or analysis that is to follow. We check with that condensation as a thesis assertion. In quick, as an alternative of merely stating a basic reality or resorting to a simplistic pro/con statement, you should resolve what it is you have to say. Avoid burying an excellent thesis assertion in the midst of a paragraph or late within the paper. While it is potential to tell from this conclusion that the topic might have been water air pollution, there isn't any clear assertion of the subject. This is a powerful thesis statement as a result of it narrows the topic to a extra particular and manageable matter, and it also identifies the specific causes for the existence of starvation. Let’s see the way to generate a thesis assertion for a social policy paper. Even in case your task doesn’t ask a specific question, your thesis assertion still needs to reply a question about the concern you’d like to explore. This list is taken from The Skidmore All-College Writing Board's website . Prepare a short define of each part of the task earlier than writing your essay. Depending in your essay’s size and complexity, we can write it in a number of hours or ten days.

How To Write A Whole Paper In A Week

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Friday, August 28, 2020

Write My Essay

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Wednesday, August 26, 2020

Writepaperfor Me Review [2020 Upd]

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Sunday, August 2, 2020

Essay structure How to structure an essay

Essay structure How to structure an essay Essay structure: How to structure an essay Essay writing is a fundamental part of academic learning at every level. However, many students lose valuable marks by failing to structure their essays clearly and concisely in order to make the best of their ideas. So how do you structure an essay correctly? What is the best essay format? This simple guide will show you how to structure an essay by clearly introducing and concluding your argument, and laying out your paragraphs coherently in between. Your essay writing can be dramatically improved overnight simply by using the correct essay structure. How to start an essay Always begin writing essays with an introduction that clearly sets out the aims of what you are about to write and references the title of the piece of work. State what the essay will try to achieve and briefly mention some of the main points you will consider. The idea is to give the marker an overview of your argument, to show that your thought process is logical and coherent and that you have carefully thought the question through. Don’t try to go into any of your key points in depth in your introduction â€" they will each be covered by a full paragraph later on. If the question is an ‘either or’ or a ‘how far do you agree’ question, it is useful to set out both sides of the argument briefly in the introduction in preparation for exploring the two sides later in the essay. For example, if the essay title is “The main purpose of Gothic fiction is to break normal moral and social codes. Discuss.” Essay introduction example: “It is certainly true that many works of Gothic fiction manifest the transgression of normal moral and social codes as their major theme. Their emphasis on female sexuality, their breaking of the boundaries between life and death and their shocking displays of immoral religious characters would all suggest that this is indeed the case. However, it is also important to consider other major aspects of the genre that might be considered equally important in purpose, such as its fascination with the supernatural, its portrayal of artificial humanity and its satirical social attacks. This essay will explore these conflicting purposes with reference to several different Gothic texts to discover what might be best described as the ‘main’ purpose of the genre. Paragraph structure in essay writing You should start a new paragraph for each major new idea within your essay, to clearly show the examiner the structure of your argument. Each paragraph should begin with a signpost sentence that sets out the main point you are going to explore in that section. It is sometimes helpful to refer back to the title of the essay in the signpost sentence, to remind the examiner of the relevance of your point. Essay writing becomes much easier for you too this way, as you remind yourself exactly what you are focusing on each step of the way. Signpost sentence example: One important way in which Gothic fiction transgresses normal moral and social codes is in its portrayal of the female heroine. Further sentences in this paragraph then go on to expand and back up your point in greater detail and with relevant examples. The paragraph should not contain any sentences not directly related to the issue set out in the signpost sentence. So you are writing an essay that clearly separates its ideas into structured sections. How to finish your essay Every well-structured essay ends with a conclusion. Its purpose is to summarise the main points of your argument and, if appropriate, to draw a final decision or judgement about the issues you have been discussing. It is important not to introduce any new ideas in the conclusion â€" it is simply a reminder of what your essay has already covered. It may be useful again to refer back to the title in the conclusion to make it very clear to the examiner that you have thoroughly answered the question at hand. Make sure you remind them of your argument by very concisely touching on each key point. Essay conclusion example: “Overall, whilst it is certainly true that the characters, plots and settings of Gothic fiction seem firmly intended to break normal moral and social codes, the great incidence within the genre of the depiction of the supernatural, and in particular its insistent reference to social injustice and hypocrisy might suggest that in fact its main purpose was the criticism and reform of society.” Final essay structure top tip: To check over the structure of your finished essay, see if you can write a summary of it where you state in one sentence what each paragraph is about. If you need to write more than one sentence for a paragraph your structure isn’t clear enough, you need to split that paragraph into two to separate the key points out. Your essay writing should come on in leaps and bounds if you follow these top tips to good essay structure. Get one step closer to achieving top class marks with the help of an editor to ensure that your essay is structured and formatted to the utmost quality. Many students choose to ask their course colleagues to help with this or from professional editors who can check for any errors and omissions so that your essay is ready for its submission deadline. Want help with your essays? Oxbridge Essays, based in the heart of Central London, is the UK's leading academic support service, offering custom essays, dissertation writing, model exam answers and more. Find out more about how we can help you You may also like... 5 reasons you need your work edited by an academic Understanding feedback from your essay marker Marking: from a marker’s perspective essay writingwriting a good essaywriting tips

Saturday, May 23, 2020

Who Were the Seljuks

The Seljuk (pronounced sahl-JOOK, and variously transliterated as Seldjuq, Seldjuk, or al-Salajiqa) refers to two branches of a dynastic Sunni (maybe, scholars are torn) Muslim Turkish confederation that ruled much of Central Asia and Anatolia in the 11th–14th centuries CE. The Great Seljuk Sultanate was based in Iran, Iraq, and central Asia from between about 1040–1157. The Seljuk Sultanate of Rum, which is what the Muslims called Anatolia, was based in Asia Minor between 1081–1308. The two groups were strikingly different in complexity and control, and they did not get along due to disputes between them over who was the legitimate leadership. The Seljuks called themselves a dynasty (dawla), sultanate (saltana), or kingdom (mulk); it was only the central Asian branch who grew to empire status.   Origins of Seljuk The Seljuk family has its origins with the Oghuz (Turkish Ghuzz) who lived in 8th century Mongolia during the Gok Turk Empire (522–774 CE). The Seljuk name (in Arabic al-Saljuqiyya), comes from the long-lived familys founder Seljuk (ca. 902–1009). Seljuk and his father Duqaq were military commanders of the Khazar state and may well have been Jewish—most of the Khazar elites were. Seljuk and Duqaq revolted against Khazar apparently in conjunction with a successful attack by the Rus in 965 which ended the Khazar state. Seljuk and his father (and about 300 horsemen, 1,500 camels, and 50,000 sheep) headed for Samarkand, and in 986 arrived in Jand near modern Kyzylorda in the northwest of modern Kazakhstan, when the region was in significant turmoil. There Seljuk converted to Islam, and he died at the age of 107. His elder son Arslan Israil (d. 1032) took over leadership; becoming embroiled in local politics he was arrested. The arrest exascerbated an already-existing division between Seljuk supporters: a few thousand called themselves the Iraqiyya and migrated westward to Azerbaijan and eastern Anatolia, eventually forming the Seljuk sultanate; many more remained in Khurasan, and after many battles, went on to establish the Great Seljuk Empire. The Great Seljuk Empire The Great Seljuk Empire was a central Asian empire that to some degree controlled an area from Palestine on the eastern coast of the Mediterranean to Kashgar in western China, far larger than competing Muslim empires such as the Fatimids in Egypt and the Almoravids in Morocco and Spain. The empire was founded in Nishapur, Iran around 1038 CE, when the branch of Seljuk descendants arrived; by 1040, they had seized Nishapur and all of modern eastern Iran, Turkmenistan, and northern Afghanistan. Eventually there would come to be an eastern and western half, with the eastern based at Merv, in modern Turkmenistan, and the western in Rayy (near modern day Tehran), Isfahan, Baghdad, and Hamadhan. Bound together by the Islamic religion and traditions, and at least nominally subject to the Abbasid caliphate (750–1258) of the Islamic empire, the Great Seljuk empire was made up of an astoundingly diverse range of religious, linguistic, and ethnic groups, including Muslims, but also Christians, Jews, and Zoroastrians. Scholars, pilgrims, and merchants used the ancient Silk Road and other transportation networks to maintain contact. The Seljuks intermarried with Persians and adopted many aspects of the Persian language and culture. By 1055, they controlled all of Persia and Iraq as far as Baghdad. The Abbasid caliph, al-Qaim, awarded the Seljuk leader Toghril Beg the title sultan for his assistance against a Shia adversary. Seljuk Turks Far from a monolithic, unified state, the Seljuk sultanate remained a loose confederation in what is today Turkey was called Rum (meaning Rome). The Anatolian ruler was known as the Sultan of Rum. The territory, controlled by the Seljuks between 1081–1308, was never exactly defined, and it never included all of what is today modern Turkey. Large parts of coastal Anatolia remained in the hands of various Christian rulers (Trebizond on the northern coast, Cilicia on the southern coast, and Nicaea on the western coast), and the piece that the Seljuks controlled was most of the central and southeastern part, including parts of what is today the states of Syria and Iraq. Seljuk capitals were at Konya, Kayseri, and Alanya, and each of those cities included at least one palace complex, where the sultan and his household lived and held court. Collapse of the Seljuks The Seljuk Empire may have begun to weaken as early as 1080 CE, when underlying internal tensions broke out between the sultan Malikshah and his vizier Nizam al Mulk. The death or assassination of both men in October 1092 led to the fragmenting of the empire as rival sultans battled one another for another 1,000 years. By the 12th century, the remaining Seljuks were targets of the Crusaders from western Europe. They lost much of the eastern part of their empire to Khwarezm in 1194, and the Mongols finished off the Seljuk remnant kingdom in Anatolia in the 1260s. Sources and Further Reading Basan, Osman Aziz. The Great Seljuks in Turkish Historiography. University of Edinburgh, 2002.  Peacock, A. C. S. The Great Seljuk Empire. Edinburgh: Edinburgh University Press, 2015.  Peacock, A. C. S., and Sara Nur Yildiz, eds. The Seljuks of Anatolia: Court and Society in the Medieval Middle East. London: I.B. Tauris, 2013.  Polczynski, Michael. Seljuks on the Baltic: Polish-Lithuanian Muslim Pilgrims in the Court of Ottoman Sultan Sà ¼leyman I. Journal of Early Modern History 19.5 (2015): 409–37.  Shukarov, Rustam. Trebizond and the Seljuks (1204-1299). Mà ©sogeios 25–26 (2005): 71–136.

Monday, May 11, 2020

Cybercrime While Surfing The Internet - 1389 Words

Megdelawit Woldeselassie Ms. Johnson ENG 1301-09 04 April 2016 Cybercrime While surfing the internet, I came across an interesting article written on how the use of technology is endangering people s privacy. Unlike any generation that came before us, we live in a time where technology plays a significant role in our daily lives. Even to a point that we can t do much without it. We rely on our phones, computers, and the GPS in our cars to go on about our day. It came into my concern how vulnerable we are. We are constantly sharing information like our past history, current identity, bank account information and even our location in return for different services that are provided on the internet by different companies. Since the internet offers a large number of prospective audiences, ease of access, anonymity, combined with a rapid flow of information it opens the door for a crime. What is now referred to cybercrime? My goal in this paper is to explore the cyber world and the crimes committed every day using sources I found and to discuss the impact of th is technology on the private lives of people. Cybercrime is a crime that involves a computer and a network. It occurs when a person accesses a computer or a network without authorization to obtain information. () The person engaged in this activities is generally referred to as a hacker. The first â€Å"hackers† emerged in the 1960s at M.I.T. and were more interested in toy trains than computers. They were members of aShow MoreRelatedCybercrime And Its Effects On Society1239 Words   |  5 PagesAbstract-This research explores the different forms of cybercrime and its effects on society when compared to several years ago. Moreover, it focuses on the changes that have been made to fight the rise of cybercrimes. With the advances in technology allowing society to stay interconnected online, criminals, both who is not an expert and experienced, have taken advantage of growing opportunities. By taking into consideration the dangers on this issue, it is important to take action and provide solutionsRead MoreThe Dominance Of O nline Shopping1284 Words   |  6 Pagesrisks like scamming, hacking, cybercrimes, and fraud which put shoppers’ privacy in jeopardy. Consequently, the personal data that online customers impetuously disclose are closely monitored and sometimes misused by marketers or other data gathering agencies. Consumers’ awareness of the susceptibility of personal information security measures is alarmingly low. Privacy intruders can easily come up with tricks to track customers online shopping and internet surfing habits and build extensive personalRead MoreIs Identity Theft Or Having Credit Card Or Banking Information Stolen?1352 Words   |  6 Pagesand more dependent on the internet and cyber technology than we ever have been, it is almost natural for criminals to find a way to learn to exploit the information available. While there are some internet hackers and activists that utilize their skills to send a message or to push an agenda, there are many hackers and cyber criminals that utilize their skills illegally for monetary gain. Many of us have most of our bills and finances online, and we utilize the internet to track and manage theseRead MoreCyber Secuirty and Cyber Crime1643 Words   |  7 PagesCyber Crime and Security Cybercrime or electronic crime generally refers to criminal activity where a computer or network is the source, tool, target, or place of a crime. These categories are not exclusive and many activities can be characterized as falling in one or more category. Additionally, although the terms computer crime and cybercrime are more properly restricted to describing criminal activity in which the computer or network is a necessary part of the crime, these terms are also sometimesRead MoreComparing Cyberwarfare And Private Sectors1438 Words   |  6 Pagesstealing classified and sensitive data from the opposing side, while sabotage consist of breaching the enemies ‘ security networks and weapon systems. Additionally, the motive that baits the interest of hacktivism and private sectors are quite similar, these lawbreakers are often financially motivated, in 2013 the FBI have found over 3000 companies ranging from small retail shops to major defense contractors that were victims of t hese cybercrimes. Furthermore, technology is evolving at an incredible rateRead MoreCybercrime : Cybercrime And Cybercrime2257 Words   |  10 PagesRunning head: CYBERCRIME CYBERCRIME PAPER Pooja Patil MCS 5993 spring 2016 First Paper Due 11/04/2016 Dr.Terrance Dillard INTRODUCTION Crime is a typical word that we generally heard in this globalization period, Crime is related to violations of the law or it is related to the commission of a demonstration prohibited by law .In this technological world cybercrime is the new kind of crime. There is a considerable measure of definitions for cybercrime. According to WikipediaRead MoreHacker Culture And Mitigation : Cyber Crime1828 Words   |  8 Pagestheir operations to a standstill. The hackers stole over a hundred terabytes of private date containing salaries, Social Security Numbers, movies, and others personal identifiable data. A few days later, the stolen data started popping up on the internet along with GOP’s demands including a warning not to release the movie â€Å"The Interview† (Sanchez, 2015). In this paper, an analysis of the motivation behind the attack and response to safeguard against further breeching will be dealt with. SpecificRead MoreTechnological Advances1329 Words   |  6 PagesIn recent years, the expansion of the internet, the use of customer relationship management software and the growing popularity of social networking websites, have revolutionized the marketing and advertising industries, creating a highly profitable platform for both consumers and businesses to establish long term relationships with each other. 75.77% of Americans and 23.93% of people from around the world have access to the internet, making the internet an exceptional space for successful adRead MoreUnderstanding The Reading Strategy Of Cause And Effect1308 Words   |  6 Pagesyour whole life this structure will apply when you’re in school, work and even in your personal. With school if you don’t study for a test 75% of the time you might even fail. With work if you don’t do your job correctly there will be repercussions. While in life well there are multiply causes and numerous effects it just depend if the wind blows in your favor. Trust me, I’ve had my share of outcomes, but now with this better understanding of the reading strategy of Cause Effect. I can say that theRead MoreCyber Crime2799 Words   |  12 Pagesfunctions. Cybercrime, which is rapidly increasing in frequency and in severity, requires us to rethink how we should enforce our criminal laws. The current model of reactive, police-based enforcement, with its origins in real-world urbanization, does not and cannot protect society from criminals using computer technology. This paper gives detailed information regarding cybercrime, its types, modes of cyber crime and security measures including prevention to deal effectively with cybercrime. It demonstrates

Wednesday, May 6, 2020

Face to Face Skills for Customer Service Free Essays

Face to Face Summer Erxleben MAR2305 December 17, 2011 Brandi Summers Face to Face The manner in which I handled this customer service call was unprofessional and handled very poorly. I did not answer the phone within three rings or use the proper greeting that the company requires. There were many things I could have done different in this situation. We will write a custom essay sample on Face to Face Skills for Customer Service or any similar topic only for you Order Now First and foremost I should have done my job and handled her situation right away. However, that was not the case. Since I did not, there were other ways I could have smoothed things over with Aretha and rectified the situation. I should have answered the phone according to the company’s guidelines of answering before three rings and using the standard greeting. I should have not discussed any personal issues that I was having with her or used those as an excuse as to why I did not return her phone call. I should have gone straight to apologizing for my mistake and resolving the issue. I feel as if Aretha was justified in how she treated me. She was frustrated and expressed it to me. I made her angrier over the situation by trying to excuse my actions instead of trying to find a resolution. Personal issues and priorities can sometimes effect customer service because employees can let the mood over them flow into the work environment. An employee could possibly treat a customer with anger or indifference because of these issues. They can also be distracted from performing their required tasks. It is important to separate your home life from your work life. There are times an employee will need to put on a smile and positive attitude even when faced with such issues. How to cite Face to Face Skills for Customer Service, Papers

Thursday, April 30, 2020

The Promise Keepers Against Adultery Essay Example For Students

The Promise Keepers Against Adultery Essay I. IntroductionLast fall, 700,000 men gathered at our nations Capital to focus on mending relationships. Their goals were to help men end adulterous behavior, quit abusing and neglecting the women and children in their lives, and renew their promises to their families. Knowing this, it is hard to understand why this rally would be seen as a threat rather than honorable. Imagine 700,000 men acknowledging the areas in which theyve failed and wanting to take responsibility for their actions. My father was one of these men. Knowing him in the capacity that I do, anything or anyone that can make him acknowledge his imperfections is to be admired! Now why am I telling you this? Why does it matter? People perceived these men as a threat. They were neither welcomed nor respected for taking a stand in what they felt was important. This matters because Conservative Christian thinkers are forced to face this type of discriminating judgement daily. We will write a custom essay on The Promise Keepers Against Adultery specifically for you for only $16.38 $13.9/page Order now II. One article that I read pertaining to the Promise Keeper gathering was titled Invasion of the Promise Keepers. (a) I found this rather ironic. Why would men eager to finally take responsibility be seen as invading? As a woman, I would rather be with a man who openly admitted that he wasnt always right and who respected and honored me, than to be with a man who did not. (b) Evidently, however, not all women want to be appreciated. Many openly condemned them for their attempts. Protestors of both genders greeted these men with the phrase racist, sexist, homophobe, go home.III. In an issue of Time, one reporter addresses this type of religious discrimination. He states that the fight is not so much over what people ought to believe; it is over what they can say, and where, and to whom. He then goes on to give the following examples:(a) The Pennsylvania Supreme Court threw out the sentence of a murderer who killed a 70-year-old woman with an ax because the prosecuting attorney cited Biblical law in requesting the death penalty. (b) In Decateur, IL, an elementary, public school teacher demanded that her seven-year-old students mark out the word God printed in their phonics book. (c) In Oak Park, IL, a private Catholic hospital was not allowed to erect a cross because it could potentially offend some the towns residents. IV. As one who has experienced this particular type of discrimination, I have often wondered why someone would form a general opinion of disgust with such a large, diverse group of people. For this reason, I have often asked those who felt a great dislike for Christians in general why they felt the way they did. (a) Some recalled times a child when a Christian condemned them for not believing as they felt that person should believe. (b) Others had been raised in a Christian Church and dislike the judgmental behavior of many of their fellow churchgoers and felt constricted by rules. (c) As a Christian, I have experienced the latter. Many times when I have made mistakes, my peers have pointed them out whether they needed to or not. For this reason, I can relate. (d) However, I also know, as a Christian, that through this experience, I have learned not to make this mistake myself. As a result, it is even more difficult for me to be categorized as someone who does act in this manner. V. ConclusionI must stress that I am not stereotyping all religious people as sincere individuals. However, I do believe that because one practices Christianity does not mean that one hates and condemns all those who exercise different beliefs. In fact, Christians are taught to avoid being judgmental, to do unto others as you would have them do unto you. Thus, if one truly practices Christianity, the terms racist, sexist, and homophobe do not apply.

Saturday, March 21, 2020

The Great Gatsby Quotes and Analysis

The Great Gatsby Quotes and Analysis The following quotes from  The Great Gatsby  by F. Scott Fitzgerald are some of the most recognizable lines in American literature. The novel, which follows the pursuit of pleasure by the wealthy elites of the New York Jazz Age, deals with themes of love, idealism, nostalgia, and illusion. In the quotes that follow, well analyze how Fitzgerald conveys these themes. â€Å"I hope shell be a fool – thats the best thing a girl can be in this world, a beautiful little fool.†Ã‚  (Chapter 1) Daisy Buchanan is talking about her young daughter when she makes this seemingly-unfeeling statement. In reality, this quote demonstrates a rare moment of sensitivity and self-awareness for Daisy. Her words show a deep understanding of the world around her, particularly the idea that society rewards women for being foolish rather than smart and ambitious. This statement adds greater depth to Daisys character, suggesting that perhaps her lifestyle is an active choice rather than the result of a frivolous mindset. â€Å"It was one of those rare smiles with a quality of eternal reassurance in it, that you may come across four or five times in life. It faced – or seemed to face – the whole eternal world for an instant, and then concentrated on you with an irresistible prejudice in your favor. It understood you just as far as you wanted to be understood, believed in you as you would like to believe in yourself, and assured you that it had precisely the impression of you that, at your best, you hoped to convey.†Ã‚  (Chapter 3) The novel’s narrator, young salesman Nick Carraway, describes Jay Gatsby thusly when he first encounters the man in person. In this description, focused on Gatsby’s particular manner of smiling, he captures Gatsby’s easy, assured, almost magnetic charisma. A huge part of Gatsby’s appeal is his ability to make anyone feel like the most important person in the room. This quality mirrors Nick’s own early perceptions of Gatsby: feeling unusually lucky to be his friend, when so many others never even meet him in person. However, this passage also  foreshadows  Gatsby’s showmanship and ability to put on whatever mask someone wants to see. In his blue gardens men and girls came and went like moths among the whisperings and the champagne and the stars. (Chapter 3) Although  The Great Gatsby  is often held up as a celebration of Jazz Age culture, it’s actually the opposite, often  critiquing the era’s  carefree hedonism. Fitzgerald’s language here captures the beautiful but impermanent nature of the wealthy’s lifestyle. Like moths, they’re always attracted to whatever the brightest light happens to be, flitting away when something else grabs their attention. Stars, champagne, and whisperings are all romantic but temporary and, ultimately, useless. Everything about their lives is very beautiful and full of sparkle and shine, but disappears when the harsh light of day- or reality- appears.   Ã¢â‚¬Å"No amount of fire or freshness can challenge what a man will store up in his ghostly heart.† (Chapter 5) As Nick reflects on Gatsby’s opinion of Daisy, he realizes how much Gatsby has built her up in his mind, so much so that no real person could ever live up to the fantasy. After meeting and being separated from Daisy, Gatsby spent years idealizing and romanticizing his memory of her, turning her into more illusion than woman. By the time they meet again, Daisy has grown and changed; she is a real and flawed human who could never measure up to Gatsby’s image of her. Gatsby continues to love Daisy, but whether he loves the real Daisy or simply the fantasy he believes her to be remains unclear. â€Å"Can’t repeat the past?†¦Why of course you can!†Ã‚  (Chapter 6) If there’s one statement that sums up Gatsby’s entire philosophy, this is it. Throughout his adult life, Gatsby’s goal has been to recapture the past. Specifically, he longs to recapture the past romance he had with Daisy. Nick, the realist, tries to point out that recapturing the past is impossible, but Gatsby utterly rejects that idea. Instead, he believes that money is the key to happiness, reasoning that if you have enough money, you can make even the wildest dreams come true. We see this belief in action with Gatsbys wild parties, thrown just to attract Daisy’s attention, and his insistence on rekindling his affair with her. Notably, however, Gatsbys entire identity stemmed from his initial attempt to escape his poor background, which is what motivated him to create the persona of Jay Gatsby. â€Å"So we beat on, boats against the current, borne back ceaselessly into the past.†Ã‚  (Chapter 9) This sentence is the final line of the novel, and one of the most famous lines in all of literature. By this point, Nick, the narrator, has become disillusioned with Gatsbys hedonistic displays of wealth. He has seen how Gatsby’s fruitless, desperate quest- to escape his past identity and recapture his past romance with Daisy- destroyed him. Ultimately, no amount of money or time was enough to win Daisy, and none of the novels characters were able to escape the limitations imposed by their own pasts. This final statement serves as a commentary on the very concept of  the American dream, which claims that anyone can be anything, if only they work hard enough. With this sentence, the novel seems to suggest that such hard work will prove futile, because the â€Å"currents† of nature or society will always push one back towards the past.

Wednesday, March 4, 2020

Quests and Questions

Quests and Questions Quests and Questions Quests and Questions By Mark Nichol Many words with the letters que or qui stem from the Latin verb quaerere, which means â€Å"ask† or â€Å"seek,† and therefore pertain to questions and quests. This post lists and discusses such words. Quest was originally synonymous with inquest (literally, â€Å"search in†), which refers to a legal investigation, but the former word came to apply generally to any search or mission. Now, quest is often associated with chivalric adventures or related journeys in fantasy literature. (Bequest, referring to an act of providing for someone in a will, is the noun form of bequeath and is unrelated.) Question originally referred to a problem of philosophy or theology but later, by association, pertained to anything intended to prompt an answer or a discussion and came to serve as a verb as well. An act of interrogation is a questioning, someone who questions is a questioner, and an act of a dubious nature (which would prompt observers to question the actor’s morals or motives) is questionable. Query is synonymous with question as both a noun and a verb. Querent, likewise, is a synonym for questioner but usually in the context of someone who seeks astrological insight; it is rare. To inquire is to ask, and an act of asking is an inquiry; the latter word is also synonymous with inquest. (The variations enquire and enquiry are associated with British English but are sometimes used by writers in the United States.) Inquisition has the stronger sense of an interrogation; the adjectival form inquisitive implies mere curiosity, but it usually has the connotation of excessive interest. An investigation may also be referred to as a disquisition, although this term may alternatively refer to a long speech. Request also means â€Å"ask† as well as â€Å"something asked,† and originally was synonymous with the related verb require, but the latter term came to refer to asking something with the expectation that it must be answered; this imperative sense is matched in the noun form requirement. Something requisite is required in the sense of â€Å"necessary,† and a requisition is an instance of asking for something considered essential. The noun and adjective prerequisite, which literally means â€Å"required beforehand,† is not to be confused with perquisite (â€Å"thing sought†), which is often abbreviated to perk in the sense of â€Å"benefits of employment or membership.† Terms that may not appear to be related but are include the verb acquire (â€Å"earn† or â€Å"gain,† from the sense â€Å"seek to obtain†) and its adjectival forms acquired and acquisitive and noun form acquisition, the verb conquer (â€Å"search for†) and its noun form conquest (and the English and Spanish actor nouns conqueror and conquistador), and the adjective exquisite (literally, â€Å"carefully sought†). Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:When to Use â€Å"That,† â€Å"Which,† and â€Å"Who†Excited ABOUT, not "for" Parataxis and Hypotaxis

Monday, February 17, 2020

STRATEGIC MANAGEMENT Essay Example | Topics and Well Written Essays - 5000 words

STRATEGIC MANAGEMENT - Essay Example The person behind this is Ingvar Kamprad, a dyslexic, who established IKEA in Almhult, Sweden at the age of 17. The ownership is under a Dutch-registered foundation which is run by the family of Ingvar Kamprad. The owner and franchiser is Inter IKEA Systems B.V. which also holds the IKEA trademark and the IKEA concept. The mother company of IKEA Group of Companies is INGKA Holding B. V., who is also the owner of Swedwood Industrial group, and is owned solely by Stichting INGKA Foundation which is registered in Netherlands. The said IKEA concept is based on different functional home and furnishing products that are sold in cheap price – enough to make it affordable to many people because the concept aims to cater to the needs of people to have a good life by having a nice and comfortable house. The IKEA concept is still maintained up to now and can be seen through the transaction of every business. IKEA has also the idea of getting out of the status quo of producing high quality materials with a high-end price and producing low quality product at low price. For them, it is better to produce high quality products that are affordable. This is possible according to IKEA through having devises that are cost-efficient and innovative at the same time. With this thinking, IKEA is successful in creating good products with nice designs at affordable price. The IKEA brand has complex ownership because it is owned by so many companies and foundations. Then those companies which are considered retailers pay 3% royalty of the total sales to the original owners, which is the Kamprad family. The distribution of products is made through different outlets around the world. There are 251 stores which can be found in 34 countries dominantly in Europe, United States, Canada, Asia, Middle East, and Australia. The countries which have the first IKEA store are Sweden (1958), Norway (1963), Denmark (1969), Switzerland (1973), Germany (1974),

Monday, February 3, 2020

Food and Culture Report Assignment Example | Topics and Well Written Essays - 1000 words

Food and Culture Report - Assignment Example The most prominent nutritional ailment is obesity, which has a higher prevalence among African-Americans, as compared to any other group in the United States. These facts have motivated the interest on focusing on this ethnic group’s health habits. Approximate number of people belonging to this group living in the U.S. According to the 2011 U.S Census Bureau estimates, African-Americans number approximately 40 million and account for 14.1 percent of the total population in the United States.1 Traditional Food Habits Core or Staple Foods When African slaves were brought into the United States, they carried along their food practices and styles of cooking. Some of the staple foods they brought along include okra, peanuts, sesame seeds, rice and black-eyed peas. The slaves also learned to prepare the food provided by their masters such as pork, vegetables and cornmeal. They also used molasses as a sweetener in food dishes and drinks such as iced tea. These are still being applied to date. African-Americans also celebrate their cultural holidays through the promotion of unique cooking, characterized by ethnic styles which are sometimes referred to as soul food.2 For instance, fish has always been considered a staple food among the African-Americans. ... Food Preparation Methods and Seasonings Many African-Americans prepare food using a frying or barbecuing method and serve the prepared dishes with heavy sauces and gravy. They also prefer making baked goods from scratch, as opposed to using commercial mixes, which come pre-packaged in a box. Meal Composition and Cycle It is customary for African Americans to consume a lot of food for breakfast. In the morning, they prefer eating grits, sausage, ham and freshly baked biscuits with syrup and butter. Lunch usually consists of bologna, which is eaten in sandwiches. The dinner is normally baked chicken with corn bread, baked ham, green vegetables, rice, candied yams and baked macaroni and cheese. Dessert is comprised of fruit cake and/or apple pie. Foods Associated With Superstitions Most of the superstitions revolve around the consumption of black-eyed peas. If the black-eyed peas are served with greens the food represents money i.e. the peas represent coins while the greens represent no tes.2 If the corn bread is added to the black-eyed peas and greens meal, this represents gold. If eaten with stewed tomatoes, it represents health and wealth. The culture dictates that for one to witness everyday luck, they should eat at least 365 black-eyed peas during New Year’s Eve. Foods Used For Therapeutic Purposes Most contemporary African Americans have become more health conscious and realize the significance of ensuring that their diets contribute to their well-being.3 This has resulted in an increase in the addition of fruits and vegetables in every dish. They have also ventured into healthier and lighter cooking with the traditional fattier foods being left for special holidays and occasions. Foods for Traditional Celebrations

Sunday, January 26, 2020

Role Expansion of Support Staff in the NHS

Role Expansion of Support Staff in the NHS Abstract In this dissertation we examine the various aspects of role expansion of support staff within the confines of the NHS. We consider it on both a broad front and also make specific examination of those issues that concern staff connected with the operating theatres. We consider the background and political pressures that make role expansion desirable and possible. We also consider the implications of expansion in the NHS on both a professional and practical level. The issues are discussed in both specific and general terms. We illustrate three types of role expansion by reference to specific professional examples. One example is of the expansion from a caring role to that of the specialist provider, the second can be considered an example of role extension within a professional setting and the third is a natural expansion of the role which is required as technology and practice evolve. Methodology The methodology of this exploration was primarily by literature research. Progressive lines of enquiry were identified, researched and recorded. New lines of enquiry were identified as research progressed, and these were also examined for relevance and researched if considered appropriate to the theme of the dissertation. The literature search was mainly from library facilities. Local University, Post-Graduate hospital and public library facilities were extensively used together with some Internet based investigation. Some personal email enquiries were made from individuals who had experienced professional expansion and advice was taken in regard to both literature and direction of research. Introduction There is little doubt that the role of support staff has changed within the working lifetime of professionals currently working in the NHS. The thrust of this dissertation is to examine the means, the mechanisms and the degrees by which their role has changed. It barely needs stating that the NHS has changed. The political climate in which it operates has seen the NHS occupy varying positions of political prominence. Politicians are frequently seen publicly promising various sums of money for various projects of modernisation, expansion or generally to improve services. Every so often there is a major structural realignment of the management focus and mechanisms which, inevitably percolate through the tiers of control until the changes are felt at the level of the worker. In addition to this there are the technological changes which are largely independent of the politicians and the management structure. The rate of change in techniques, technology, support equipment and expertise appears to be increasing at an exponential rate. It clearly follows that the professional requirements of the support staff must keep pace with these changes and the training that they receive must inevitably reflect the needs of the ever changing working environment. (Ashburner L et al 1996) Evidence of change In any rational discussion, it is vital to work from a firm and secure evidence base. (EHC 1999). This requires careful and critical appraisal of the evidence and a decision as to just how applicable it is to the situation under consideration. In this dissertation we shall therefore be presenting evidence to support this evidence base together with appropriate assessments and judgements as to its validity. Most professionals working in the NHS would attest, if asked, to a perception of a continuous pace of change. Such anecdotal evidence, although interesting, is of little value to any form of critical appraisal. There are a number of reasonably â€Å"hard† statistics that give us much firmer evidence of change in the NHS. Let us consider some of the employment statistics published by the Department of Health for the NHS (whole of UK) and refers to non-medical staff. In 1997 the total number of NHS hospital and community based staff was 935,000. Of these 67% were direct care staff and 33% were management staff. The 67% direct care staff could be broken down into 330,620 nursing, midwifery and health visiting staff (246,010 being qualified) 100,440 scientific, therapeutic and technical staff 17,940 healthcare assistants 21,430 were managers the rest were estates, clerical and administrative staff 79% were women and 6% were from ethnic minorities (NSO 1998) If we compare this with the situation in 2000 by looking at the same parameters we can see: 346,180 nursing, midwifery and health visitor staff (256,280 were qualified). 110,410 scientific, therapeutic and technical staff 62,870 support staff and 23,140 healthcare assistants. 68% were direct care staff and 32% were management and support staff. 79% were women and 7% from the ethnic minorities (NSO 2001) And in 2001 we find a further difference, which is rather more dramatic: 458, 580 nursing, midwifery and health visitor staff (330,540 were qualified) 139,050 scientific, therapeutic and technical staff 23,140 healthcare assistants. 82% were women and 6% from the ethnic minorities (NSO 2002) If we go further back we can find evidence of 93,950 scientific, therapeutic and technical staff were employed, and there were 13,090 healthcare assistants in 1995 (NSO 1996) If we consider the documented trends in support staff we can trace 1995 93,950 1997 100,440 2000 110,410 2001 139,050 Over a comparatively short time there has clearly been a demonstrable increase in terms of numbers employed , nearly a 50% increase on the 1995 levels in six years. Reasons for change In opening this dissertation we made anecdotal reference to the political agenda that shaped the NHS. The NHS has historically been high in the public’s perception of a tangible measure of a Government’s success in delivering its regularly promised higher standard of living. It is partly for this reason, that successive governments have felt it politically expedient to invest increasing sums of money in measures for both expansion and improvement together with various drives aimed at increasing efficiency. (Ham C 1999) In the recent past there have been a raft of measures that have been produced which have all played their part in the evolution of the NHS to its current configuration and in doing so have expanded the role of not only the support worker but virtually all of the workers in the NHS at the same time. One of the first measures which was an overt indication of the forthcoming changes in working practice was the introduction of the performance indicators (Beecham L 1994) These were progressively introduced form 1992 onwards and in some respects could be considered the forerunner of the move towards National Service Frameworks. The original performance indicators imposed a duty or obligation on Trusts to carry out certain procedures within a specified maximum time. For example the indicators introduced in 1994-5 were on waiting times for first outpatient appointment and also for charters in General Practice. Although there were clear obligations on medical and nursing staff to make available sufficient sessions in order to see the patients, it is clear that the increased throughput of patients would clearly impact on the working practices (and work load) of the support staff. To a large extent, this can be seen from the figures presented at the beginning of this work. The 50% increase in staffing levels amongst the support staff reflects, in a large part, the changes that were consequent on the imposition of the performance indicators. The initial indicators proved to be quite onerous in terms of achieving compliance even though the later ones gave tighter requirements still. For example the 1994 indicators set a target of 90% of patients seen by a consultant within 26 weeks of a written referral letter being received from the General Practitioner in the major specialities of general medicine, general surgery and dermatology. (Editor BMJ 1994) It follows that this target is not quite as innocuous as it might at first appear. If we accept the fact that a substantial number of patients were already waiting for considerably longer than 26 weeks it represented a major shift in working practices to meet this particular deadline. Once the patients were seen it followed that they then had to have whatever treatment was thought to be appropriate. An increase in outpatients seen inevitably means an increase in patients waiting for inpatient treatment. So either the waiting lists go up further for inpatient treatment, or there is also a change of working practice to accommodate an increase in demand. This inevitably also impacts on the support staff as much as it does on the medical staff. (Langham S et al 1997) We shall consider this particular phenomenon in greater depth later when we consider the expansion of the nurse to specialist endoscopist and the running of one-stop clinics. Some novel methods were invoked to try to accommodate this shift in demand. There was a substantial increase in the frequency of day case surgery. Not only were a greater variety of surgical procedures being routinely carried out as day cases but it also resulted in more patients being assessed as suitable to undergo day case surgery. (HSE 2001) The same phenomenon of knock on effects arose form some of the other performance indicators. One of the original indicators was the percentage of patients seen within 5 mins of entering the casualty department. It follows that as hospitals strove to increase their performance indicators and the percentage of patients seen promptly rose, having been seen they then had to be treated and the same argument applies. Either there is an increase in the number of patients awaiting treatment in the A E departments, or there is a change in working practice to accommodate them and also to get them treated sooner. The organisation and efficiency of this system falls heavily on the support staff who clearly had to be able to accommodate this increased demand. (Langham S et al 1997) The indicators eventually began to involve inpatient statistics as well as outpatient ones. One, introduced in 1996, was on the number and availability of emergency operating theatres. More evidence of the reasons for this change comes from a paper by Scally and Donaldson (1998). We note that it was actually written by Liam Donaldson when he was a Regional Director of the NHS before he subsequently became Secretary of State for Health, so his comments can be taken with suitable gravitas. A critical analysis of the paper shows that it makes a number of points that are really overtly political, but it outlines the trend of change of emphasis where the improvements expected through clinical governance will not only be an â€Å"ideal goal† but will become a statutory requirement. This clearly pre-empts the changes prescribed in the NHS Plan. The paper outlines new goals â€Å"in which financial control, service performance, and clinical quality are fully integrated at every level† are behind the major thrust of the piece. Careful reading of the paper strongly suggests that inherent in the restructuring plans is a change in emphasis onto expansion of professional roles and greater working flexibility between professions which is fundamental to our considerations here. (Gray C 2005). We also note that the â€Å"stage was being set† for the potential role change of healthcare professionals in general and the four main precepts of this paper impact on that belief, namely: Clinical governance is to be the main vehicle for continuously improving the quality of patient care and developing the capacity of the NHS in England to maintain high standards (including dealing with poor professional performance) It requires an organisation-wide transformation; clinical leadership and positive organisational cultures are particularly important Professional self regulation will be the key to dealing with the complex problems of poor performance among clinicians New approaches are needed to enable the recognition and replication of good clinical practice to ensure that lessons are reliably learned from failures in standards of care It is clearly significant that all of these points were implemented and indeed, expanded, when Donaldson was appointed to the office of Secretary of State for Health and they can be seen as both enhancing and reinforcing the points that we have presented relating to the guidance from the Nursing Midwifery Council about the expansion of professional roles. Because of their seminal importance in the examination of our subject, let us consider the background to these points further. We note that Donaldson was originally recruited from a business background and the record shows that he has chosen to apply a great many sound and proven business principles to both the structuring and the workings of the NHS. Many of his strategies and perhaps ideas, have a clear ancestry in the Cadbury Report (1992) which effectively analysed the overall impact of governance and issues of changing working practices and consequent responsibility in the business world. The report focused on the issues surrounding an expansion of responsibility and a consequent failure to take responsibility for one’s actions, frequently passing on the implied responsibility to another employee in the same company. It found this practice to be both counterproductive and inefficient and frequently would lead to defensive stances and attitudes being adopted. When problems arose, they were therefore far more difficult to actively solve. (Lakhani M 2005) Donaldson was instrumental in applying this strategy to a clinical setting within the working practices of the NHS. This particular paper takes the view that by promoting individual professional responsibility he would be encouraging a system that would allow:- NHS organisations to be accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish. By implication this argument extends to the expansion and role realignment in general terms throughout the NHS. We shall consider the elements in this paper which are of relevance to these arguments. Staff self-esteem is of great value to an organisation. Frequently this is associated with increased responsibility and a firm professional footing. (Davies HTO et al. 2000). Donaldson and Scally clearly espouse the virtue of professional responsibility at all levels in an organisation and encourage staff to take, rather than to devolve responsibility for their actions and indeed seek to ideally provide a ambience that is conducive to expansion of responsibility which therefore generally benefits the whole organisation. Tools of change Although we are primarily considering the support worker in this dissertation we must first broaden the agenda in order to set our examination in an appropriate context. There have been a number of Government White Papers, consultative documents and advisory initiatives that have concerned the workings of the NHS. Some have greater practical significance than others. There appear to have been significantly more in the last decade than previously and anecdotal and observational evidence would seem to suggest that these too, are increasing at an exponential rate. One of the landmark plans in recent years has been the NHS Plan. It has been compared by some commentators as being on comparative magnitude as the original inception of the NHS in 1948 (Shortell SM et al 1998). It is quite possible that a cynical appraisal of the Plan would see it is little more than the result of political rhetoric and pre-emptive manoeuvring as a response to the perceived public disquiet about the state of the NHS. On the other extreme the optimist might view it as a positive plan for major improvement. (Moss et al 1995). Having the benefit of hindsight, there is no doubt that it has been the catalyst for a number of significant changes in the NHS, it is, of course, totally dependent upon your own particular viewpoint as to whether these changes are regarded as beneficial or otherwise. One has to be extremely careful in evaluating such comments as clearly it depends on the criteria chosen for evaluation as to whether the reform will appear to be positive or negative. (Bilsberry J. 1996) One only has to consider the debacle which ensued after the introduction of the Griffiths Report in the 1980s (Griffiths Report 1983). This was considered to be a major reform of the management structure of the NHS. There was general agreement that the management had become to unwieldy, detached and inefficient with too many layers of management. (Davies,C et al. 2000), The Griffiths Report was commissioned with the specific purpose of streamlining the management profile and was charged with the specific responsibility of improving both efficiency and accountability. The subsequent plan was unveiled and introduced piecemeal. In the words of the Government appointed reviewer of the episode :- These were a set of reforms that were designed to â€Å"streamline the administration â€Å" of the NHS. It involved a major change in emphasis in the way that the NHS was run, and in short, it was badly conceived, patchily implemented and introduced piecemeal. By any critical analysis it proved to be a complete disaster. (Davidmann 1988) It is not actually possible to pass judgement on whether the plan would have been successful or not as its method of introduction was generally seen to be its downfall. In essence, its introduction was not managed in any contemporary sense of the word, it was simply imposed and the chaos that ensued prompted the government to institute another report to glean what lessons it could form the whole affair. (Davidmann 1988). It is fair to comment that the majority of reforms that have been introduced since that time have been far more professionally managed and their introduction (whatever their eventual outcome) have generally been comparatively smooth and uneventful (Bennis et al 1999) The area of change management as a science and discipline is both extremely involved and complex. Changing the structure of a massive and established organisation such as the NHS is clearly difficult with established attitudes, working practices and inherent inertia. The lessons learned from the Griffiths Report appear to have been successfully applied to the introduction of the NHS Plan (Bryant 2005) In specific consideration of the NHS plan we should note that the specific stated aims of the plan were to:- Increase funding and reform Aim to redress geographical inequalities, Improve service standards, Extend patient choice. These aims have been, to some extent translated into reality. Let us examine each in detail. The increased funding was specifically delivered in the March 2000 budget settlement and has been honoured in successive budgets since. The Chancellor of the Exchequer stated that the money made available would ensure that the NHS would grow by one half in cash terms and by one third in real terms in just five years. Our examination of staffing levels (above) would seem to suggest that this trend has been successfully established. In addition, he promised a  £500 million â€Å"performance fund† for specific areas which were to be identified by separate investigation as being in particular need of assistance. (Halligan et al 2001) This certainly directly impinges upon our considerations of support staff and we shall return to this point later. The geographical inequalities and service standards are specifically addressed in the introduction of the National Service Frameworks which are mechanisms for specifically addressing inequalities and setting of both targets and goals of performance and excellence on a National rather than a local level, (Rouse et al 2001) and have been progressively rolled out across the country. These measures have been established in collaboration with assistance and guidance from bodies such as the National Institute for Clinical Excellence (NICE) which has a remit to examine both practices and facilities with the specific aim of achieving national standards. ( viz. NICE 2004) (NHS KSF 2004) It has made a number of recommendations which appear to have a firm evidence base. (Berwick D 2005) We should perhaps take this opportunity to note that the Institute, although undoubtedly set up in response to a worthy ideal, is already finding itself short of funding to do the job that it was originally conceived for. Spokesmen have already commented that it is short of money to achieve the research necessary to justify its continued activity (Shannon 2003) Patient choice is a far more complex issue that it might originally appear. Initial examination might suggest that to give patients the freedom to go where they wish to get their medical care is a fine objective, but closer examination of the issue would reveal that it has numerous pitfalls. In the specific terms of the NHS plan, it actually means that the patient’s primary healthcare team has a more wide-reaching choice of where they choose to refer the patient. (Wierzbicki et al 2001). A patient may consider any number of factors which may influence their choice of hospital including such factors as the general look of the buildings, the geographical site in relation to their friends and family and what they have read or heard anecdotally about the hospital. None of these factors have any major bearing on the treatment that they will receive. It may be that they will discover that the waiting list is shorter at hospital A than hospital B. what may well be less obvious to the patient is that hospital A may have a shorter waiting list because the local primary healthcare teams know that it has a number of serious shortcomings and so they tend to refer their patients to hospital B which consequently has a longer waiting list. Of course , we mustn’t ignore the possibility that hospital A is actually more efficient that hospital B or that hospital C provides a more comprehensive, courteous and efficient service with greater expertise than hospital D, but the primary healthcare teams are generally best placed to see the outcomes of their local hospitals and will generally know where their patients are served better in each individual circumstance. (after Donaldson L 2001) In the context of our examination here, all four of these aims have potential impact on our subject as each of these objectives are effectively resolved by expanding, and in some cases changing, the roles of staff within the NHS. Clearly the impact will vary between different disciplines and indeed, different geographical areas, but the overall objective of improving the efficiency and introduction of patient orientated goals has largely been met by the three expedients of: a) making more money available b) adopting progressive management strategies c) increasing staffing levels and redefining some roles within the NHS ( after Dixon et al 2003) It is perhaps useful to consider the whole of the NHS Plan as part of a reform continuum which has shaped the evolution of the NHS since its inception. We have already highlighted the Griffiths Reforms, but other landmark reforms that impact upon our considerations of change must include the Agenda for Change (2004) which is primarily staff and employment orientated and is concerned with a number of measures including staffing levels, staff role descriptions and staff pay levels. It has only recently been implemented (September 2005) and, for our purposes here, should be viewed in conjunction with another Government White Paper which is the complimentary NHS Knowledge and Skills Framework (KSF 2004). This particular paper targets the need for both recognising and rewarding specific speciality orientated enhancement of both skills and knowledge that are actually relevant to professional performance in both designated areas and in professional performance generally. Reading of the provisions reveals that the general provision of  £280 million over a three year period to â€Å"develop specific designated staff skills†. One of the proposed mechanisms is to set up individual learning accounts which will be worth  £150 per year. It is not yet clear what the impact will yet be on support staff in either specific or general terms. The impact of these reforms seems to be felt on many levels. There appears to be a move towards the redesignation of roles, flexible working, skill mix and the redesignation of professional boundaries. The NHS Plan itself calls for a number of changes to be made in working practices, both general (conceptual) and specific. It also calls for a change in the actual roles of some healthcare professionals, including support staff. It goes into great detail about the need for some of these changes need to be established but it also has to be observed that there is actually very little detail in the Plan as to how these changes are either to be introduced or managed. It refers to the changes in general terms, there is actually very little detail relating to what it expects these changes to actually be in reality. (Krogstad et al 2002) If one were to produce an analysis of the pre-2000 structure of the NHS one could conclude that it had three major problems which were not consistent with the function, structure and organisation of a typical 21st century industry a lack of national standards old-fashioned demarcations between staff and barriers between services a lack of clear incentives and levers to improve performance over-centralisation and disempowered patients. (Nickols 2004) One observation that is also relevant to our considerations here is the phrase â€Å"seamless interface† appears very frequently throughout the document. Although it is primarily applied to the interface between primary and secondary care, it is also, both explicitly and by implication, applied to the interface between different groups of professionals within both aspects of the service. (Rudd et al 1997) In direct consideration of our subject, we can take this to mean that there is a requirement for seamless interaction between all factions of the operating theatre staff and between them and the other professionals in the hospital. (Dixon et al 2003) Other significant milestones in the changes in the role of support staff were the introduction of the National Service Framework. These are a series of recommendations, stipulations and targets which are designed to raise the performance to the level of the best across the nation rather than to have pockets of excellence surrounded by a sea of mediocrity (White M 2005). The issues surrounding the National Service Frameworks are huge, as they collectively cover most of the major therapeutic areas in medicine. The reason for their inclusion in this particular consideration, is because of their collective impact on the role of the support staff, who have to expand their role and skills in order to comply with their requirements. It is completely impractical to consider all of the implications of the National Service Frameworks so, as a representative â€Å"sample† we will consider just one, the National Service Framework for the elderly. In distinct contrast to our comments in relation to the Griffiths Report earlier in this piece, the introduction of the National Service Frameworks could be considered nothing short of exemplary. There have been consultation periods, pre-implementation pilots and possibly most importantly, a well publicised and staged National roll-out programme which was designed to implement each of the strategies in a graded and controlled fashion with the intention of trying to ensure smooth implementation across the country. (Nickols F.2004). If we consider as an exploratory example, a small portion of the National Service Framework for the elderly Standard Two, this states that it should ensure that: Ensure that older people are treated as individuals and that they receive appropriate and timely packages of care which meet their needs as individuals, regardless of health and social services boundaries. One could perhaps reasonably hope that such aspirations would have been unnecessary, but behind the actual words are a number of other concepts that are central to our consideration to the expanding role of the support staff. The concept of â€Å"Person Centred Care† is a central precept of the Standard Two. It is described with the intention of trying to allow the elderly to feel entitled to be treated as individuals and also to allow them to retain responsibility for their own choices for their own care. The expansions of the roles of the support staff comes primarily in the adoption of the main tenet of the concept of Person Centred Care and that is the introduction of the Single Assessment Process (SAP). This recognises that there are effectively a great number of support agencies that potential can be involved to look after the needs of the elderly, both in hospital and after discharge. Prior to the introduction of the National Service Framework, it was common practice for each agency to separately make contact with the patient and make their own assessment in terms of their own distinct considerations. We shall discuss this point later in the context of insularity of specialities. The end result of this process was the fact that, very commonly, the same (or similar) facts are repeatedly elicited on different occasions with all the implications that this type of duplication has on inefficient working and waste of resources. (Fatchett A. 1998). The SAP is designed so that any member of the health care team can assemble the information in such a way and in such a format that it will be of use to the other members of the team, or for that matter any of the agencies who might have a legitimate need for the information. This particular role expansion is designed to assist in reducing the amount of red tape that appears to be an inevitable encumbrance of many of the measures that are designed to assist the elderly patient, and only appears to finish up by hampering them. (Gott M 2000). The adoption of the Single Assessment Process is no more than one example, perhaps not so much of an expansion of the role, but a realignment of the role of support staff. It is still a fairly new concept and is central to the aims of the National Service Framework that the needs and wishes of the patient should be at the heart of the whole process. Because it is new, the extent to which it can accommodate these aims and aspirations alongside the day to day practicalities of service provision still has yet to be fully assessed. (Mannion R et al 2005) In some ways, this new role expansion can be viewed in parallel with the concepts of seamless interfacing and multidisciplinary team working which we have examined elsewhere in this dissertation. Given the fact that the Single Assessment Process has only been operational since April 2004, but the move towards multidisciplinary team working and the concept of the seamless interface has been apparent and espoused for some years (Mason et al 2003). The latter were effectively translated into reality without major upheaval, one can be reasonably confident that the same will eventually be said for both the Single Assessment Process and its implications for both staff and patients. We have described this particular example of role expansion more as a realignment because, at first sight, its implications are quite subtle when compared to other examples that we shall be considering, but equally they are quite fundamental, as they impinge upon the role Role Expansion of Support Staff in the NHS Role Expansion of Support Staff in the NHS Abstract In this dissertation we examine the various aspects of role expansion of support staff within the confines of the NHS. We consider it on both a broad front and also make specific examination of those issues that concern staff connected with the operating theatres. We consider the background and political pressures that make role expansion desirable and possible. We also consider the implications of expansion in the NHS on both a professional and practical level. The issues are discussed in both specific and general terms. We illustrate three types of role expansion by reference to specific professional examples. One example is of the expansion from a caring role to that of the specialist provider, the second can be considered an example of role extension within a professional setting and the third is a natural expansion of the role which is required as technology and practice evolve. Methodology The methodology of this exploration was primarily by literature research. Progressive lines of enquiry were identified, researched and recorded. New lines of enquiry were identified as research progressed, and these were also examined for relevance and researched if considered appropriate to the theme of the dissertation. The literature search was mainly from library facilities. Local University, Post-Graduate hospital and public library facilities were extensively used together with some Internet based investigation. Some personal email enquiries were made from individuals who had experienced professional expansion and advice was taken in regard to both literature and direction of research. Introduction There is little doubt that the role of support staff has changed within the working lifetime of professionals currently working in the NHS. The thrust of this dissertation is to examine the means, the mechanisms and the degrees by which their role has changed. It barely needs stating that the NHS has changed. The political climate in which it operates has seen the NHS occupy varying positions of political prominence. Politicians are frequently seen publicly promising various sums of money for various projects of modernisation, expansion or generally to improve services. Every so often there is a major structural realignment of the management focus and mechanisms which, inevitably percolate through the tiers of control until the changes are felt at the level of the worker. In addition to this there are the technological changes which are largely independent of the politicians and the management structure. The rate of change in techniques, technology, support equipment and expertise appears to be increasing at an exponential rate. It clearly follows that the professional requirements of the support staff must keep pace with these changes and the training that they receive must inevitably reflect the needs of the ever changing working environment. (Ashburner L et al 1996) Evidence of change In any rational discussion, it is vital to work from a firm and secure evidence base. (EHC 1999). This requires careful and critical appraisal of the evidence and a decision as to just how applicable it is to the situation under consideration. In this dissertation we shall therefore be presenting evidence to support this evidence base together with appropriate assessments and judgements as to its validity. Most professionals working in the NHS would attest, if asked, to a perception of a continuous pace of change. Such anecdotal evidence, although interesting, is of little value to any form of critical appraisal. There are a number of reasonably â€Å"hard† statistics that give us much firmer evidence of change in the NHS. Let us consider some of the employment statistics published by the Department of Health for the NHS (whole of UK) and refers to non-medical staff. In 1997 the total number of NHS hospital and community based staff was 935,000. Of these 67% were direct care staff and 33% were management staff. The 67% direct care staff could be broken down into 330,620 nursing, midwifery and health visiting staff (246,010 being qualified) 100,440 scientific, therapeutic and technical staff 17,940 healthcare assistants 21,430 were managers the rest were estates, clerical and administrative staff 79% were women and 6% were from ethnic minorities (NSO 1998) If we compare this with the situation in 2000 by looking at the same parameters we can see: 346,180 nursing, midwifery and health visitor staff (256,280 were qualified). 110,410 scientific, therapeutic and technical staff 62,870 support staff and 23,140 healthcare assistants. 68% were direct care staff and 32% were management and support staff. 79% were women and 7% from the ethnic minorities (NSO 2001) And in 2001 we find a further difference, which is rather more dramatic: 458, 580 nursing, midwifery and health visitor staff (330,540 were qualified) 139,050 scientific, therapeutic and technical staff 23,140 healthcare assistants. 82% were women and 6% from the ethnic minorities (NSO 2002) If we go further back we can find evidence of 93,950 scientific, therapeutic and technical staff were employed, and there were 13,090 healthcare assistants in 1995 (NSO 1996) If we consider the documented trends in support staff we can trace 1995 93,950 1997 100,440 2000 110,410 2001 139,050 Over a comparatively short time there has clearly been a demonstrable increase in terms of numbers employed , nearly a 50% increase on the 1995 levels in six years. Reasons for change In opening this dissertation we made anecdotal reference to the political agenda that shaped the NHS. The NHS has historically been high in the public’s perception of a tangible measure of a Government’s success in delivering its regularly promised higher standard of living. It is partly for this reason, that successive governments have felt it politically expedient to invest increasing sums of money in measures for both expansion and improvement together with various drives aimed at increasing efficiency. (Ham C 1999) In the recent past there have been a raft of measures that have been produced which have all played their part in the evolution of the NHS to its current configuration and in doing so have expanded the role of not only the support worker but virtually all of the workers in the NHS at the same time. One of the first measures which was an overt indication of the forthcoming changes in working practice was the introduction of the performance indicators (Beecham L 1994) These were progressively introduced form 1992 onwards and in some respects could be considered the forerunner of the move towards National Service Frameworks. The original performance indicators imposed a duty or obligation on Trusts to carry out certain procedures within a specified maximum time. For example the indicators introduced in 1994-5 were on waiting times for first outpatient appointment and also for charters in General Practice. Although there were clear obligations on medical and nursing staff to make available sufficient sessions in order to see the patients, it is clear that the increased throughput of patients would clearly impact on the working practices (and work load) of the support staff. To a large extent, this can be seen from the figures presented at the beginning of this work. The 50% increase in staffing levels amongst the support staff reflects, in a large part, the changes that were consequent on the imposition of the performance indicators. The initial indicators proved to be quite onerous in terms of achieving compliance even though the later ones gave tighter requirements still. For example the 1994 indicators set a target of 90% of patients seen by a consultant within 26 weeks of a written referral letter being received from the General Practitioner in the major specialities of general medicine, general surgery and dermatology. (Editor BMJ 1994) It follows that this target is not quite as innocuous as it might at first appear. If we accept the fact that a substantial number of patients were already waiting for considerably longer than 26 weeks it represented a major shift in working practices to meet this particular deadline. Once the patients were seen it followed that they then had to have whatever treatment was thought to be appropriate. An increase in outpatients seen inevitably means an increase in patients waiting for inpatient treatment. So either the waiting lists go up further for inpatient treatment, or there is also a change of working practice to accommodate an increase in demand. This inevitably also impacts on the support staff as much as it does on the medical staff. (Langham S et al 1997) We shall consider this particular phenomenon in greater depth later when we consider the expansion of the nurse to specialist endoscopist and the running of one-stop clinics. Some novel methods were invoked to try to accommodate this shift in demand. There was a substantial increase in the frequency of day case surgery. Not only were a greater variety of surgical procedures being routinely carried out as day cases but it also resulted in more patients being assessed as suitable to undergo day case surgery. (HSE 2001) The same phenomenon of knock on effects arose form some of the other performance indicators. One of the original indicators was the percentage of patients seen within 5 mins of entering the casualty department. It follows that as hospitals strove to increase their performance indicators and the percentage of patients seen promptly rose, having been seen they then had to be treated and the same argument applies. Either there is an increase in the number of patients awaiting treatment in the A E departments, or there is a change in working practice to accommodate them and also to get them treated sooner. The organisation and efficiency of this system falls heavily on the support staff who clearly had to be able to accommodate this increased demand. (Langham S et al 1997) The indicators eventually began to involve inpatient statistics as well as outpatient ones. One, introduced in 1996, was on the number and availability of emergency operating theatres. More evidence of the reasons for this change comes from a paper by Scally and Donaldson (1998). We note that it was actually written by Liam Donaldson when he was a Regional Director of the NHS before he subsequently became Secretary of State for Health, so his comments can be taken with suitable gravitas. A critical analysis of the paper shows that it makes a number of points that are really overtly political, but it outlines the trend of change of emphasis where the improvements expected through clinical governance will not only be an â€Å"ideal goal† but will become a statutory requirement. This clearly pre-empts the changes prescribed in the NHS Plan. The paper outlines new goals â€Å"in which financial control, service performance, and clinical quality are fully integrated at every level† are behind the major thrust of the piece. Careful reading of the paper strongly suggests that inherent in the restructuring plans is a change in emphasis onto expansion of professional roles and greater working flexibility between professions which is fundamental to our considerations here. (Gray C 2005). We also note that the â€Å"stage was being set† for the potential role change of healthcare professionals in general and the four main precepts of this paper impact on that belief, namely: Clinical governance is to be the main vehicle for continuously improving the quality of patient care and developing the capacity of the NHS in England to maintain high standards (including dealing with poor professional performance) It requires an organisation-wide transformation; clinical leadership and positive organisational cultures are particularly important Professional self regulation will be the key to dealing with the complex problems of poor performance among clinicians New approaches are needed to enable the recognition and replication of good clinical practice to ensure that lessons are reliably learned from failures in standards of care It is clearly significant that all of these points were implemented and indeed, expanded, when Donaldson was appointed to the office of Secretary of State for Health and they can be seen as both enhancing and reinforcing the points that we have presented relating to the guidance from the Nursing Midwifery Council about the expansion of professional roles. Because of their seminal importance in the examination of our subject, let us consider the background to these points further. We note that Donaldson was originally recruited from a business background and the record shows that he has chosen to apply a great many sound and proven business principles to both the structuring and the workings of the NHS. Many of his strategies and perhaps ideas, have a clear ancestry in the Cadbury Report (1992) which effectively analysed the overall impact of governance and issues of changing working practices and consequent responsibility in the business world. The report focused on the issues surrounding an expansion of responsibility and a consequent failure to take responsibility for one’s actions, frequently passing on the implied responsibility to another employee in the same company. It found this practice to be both counterproductive and inefficient and frequently would lead to defensive stances and attitudes being adopted. When problems arose, they were therefore far more difficult to actively solve. (Lakhani M 2005) Donaldson was instrumental in applying this strategy to a clinical setting within the working practices of the NHS. This particular paper takes the view that by promoting individual professional responsibility he would be encouraging a system that would allow:- NHS organisations to be accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish. By implication this argument extends to the expansion and role realignment in general terms throughout the NHS. We shall consider the elements in this paper which are of relevance to these arguments. Staff self-esteem is of great value to an organisation. Frequently this is associated with increased responsibility and a firm professional footing. (Davies HTO et al. 2000). Donaldson and Scally clearly espouse the virtue of professional responsibility at all levels in an organisation and encourage staff to take, rather than to devolve responsibility for their actions and indeed seek to ideally provide a ambience that is conducive to expansion of responsibility which therefore generally benefits the whole organisation. Tools of change Although we are primarily considering the support worker in this dissertation we must first broaden the agenda in order to set our examination in an appropriate context. There have been a number of Government White Papers, consultative documents and advisory initiatives that have concerned the workings of the NHS. Some have greater practical significance than others. There appear to have been significantly more in the last decade than previously and anecdotal and observational evidence would seem to suggest that these too, are increasing at an exponential rate. One of the landmark plans in recent years has been the NHS Plan. It has been compared by some commentators as being on comparative magnitude as the original inception of the NHS in 1948 (Shortell SM et al 1998). It is quite possible that a cynical appraisal of the Plan would see it is little more than the result of political rhetoric and pre-emptive manoeuvring as a response to the perceived public disquiet about the state of the NHS. On the other extreme the optimist might view it as a positive plan for major improvement. (Moss et al 1995). Having the benefit of hindsight, there is no doubt that it has been the catalyst for a number of significant changes in the NHS, it is, of course, totally dependent upon your own particular viewpoint as to whether these changes are regarded as beneficial or otherwise. One has to be extremely careful in evaluating such comments as clearly it depends on the criteria chosen for evaluation as to whether the reform will appear to be positive or negative. (Bilsberry J. 1996) One only has to consider the debacle which ensued after the introduction of the Griffiths Report in the 1980s (Griffiths Report 1983). This was considered to be a major reform of the management structure of the NHS. There was general agreement that the management had become to unwieldy, detached and inefficient with too many layers of management. (Davies,C et al. 2000), The Griffiths Report was commissioned with the specific purpose of streamlining the management profile and was charged with the specific responsibility of improving both efficiency and accountability. The subsequent plan was unveiled and introduced piecemeal. In the words of the Government appointed reviewer of the episode :- These were a set of reforms that were designed to â€Å"streamline the administration â€Å" of the NHS. It involved a major change in emphasis in the way that the NHS was run, and in short, it was badly conceived, patchily implemented and introduced piecemeal. By any critical analysis it proved to be a complete disaster. (Davidmann 1988) It is not actually possible to pass judgement on whether the plan would have been successful or not as its method of introduction was generally seen to be its downfall. In essence, its introduction was not managed in any contemporary sense of the word, it was simply imposed and the chaos that ensued prompted the government to institute another report to glean what lessons it could form the whole affair. (Davidmann 1988). It is fair to comment that the majority of reforms that have been introduced since that time have been far more professionally managed and their introduction (whatever their eventual outcome) have generally been comparatively smooth and uneventful (Bennis et al 1999) The area of change management as a science and discipline is both extremely involved and complex. Changing the structure of a massive and established organisation such as the NHS is clearly difficult with established attitudes, working practices and inherent inertia. The lessons learned from the Griffiths Report appear to have been successfully applied to the introduction of the NHS Plan (Bryant 2005) In specific consideration of the NHS plan we should note that the specific stated aims of the plan were to:- Increase funding and reform Aim to redress geographical inequalities, Improve service standards, Extend patient choice. These aims have been, to some extent translated into reality. Let us examine each in detail. The increased funding was specifically delivered in the March 2000 budget settlement and has been honoured in successive budgets since. The Chancellor of the Exchequer stated that the money made available would ensure that the NHS would grow by one half in cash terms and by one third in real terms in just five years. Our examination of staffing levels (above) would seem to suggest that this trend has been successfully established. In addition, he promised a  £500 million â€Å"performance fund† for specific areas which were to be identified by separate investigation as being in particular need of assistance. (Halligan et al 2001) This certainly directly impinges upon our considerations of support staff and we shall return to this point later. The geographical inequalities and service standards are specifically addressed in the introduction of the National Service Frameworks which are mechanisms for specifically addressing inequalities and setting of both targets and goals of performance and excellence on a National rather than a local level, (Rouse et al 2001) and have been progressively rolled out across the country. These measures have been established in collaboration with assistance and guidance from bodies such as the National Institute for Clinical Excellence (NICE) which has a remit to examine both practices and facilities with the specific aim of achieving national standards. ( viz. NICE 2004) (NHS KSF 2004) It has made a number of recommendations which appear to have a firm evidence base. (Berwick D 2005) We should perhaps take this opportunity to note that the Institute, although undoubtedly set up in response to a worthy ideal, is already finding itself short of funding to do the job that it was originally conceived for. Spokesmen have already commented that it is short of money to achieve the research necessary to justify its continued activity (Shannon 2003) Patient choice is a far more complex issue that it might originally appear. Initial examination might suggest that to give patients the freedom to go where they wish to get their medical care is a fine objective, but closer examination of the issue would reveal that it has numerous pitfalls. In the specific terms of the NHS plan, it actually means that the patient’s primary healthcare team has a more wide-reaching choice of where they choose to refer the patient. (Wierzbicki et al 2001). A patient may consider any number of factors which may influence their choice of hospital including such factors as the general look of the buildings, the geographical site in relation to their friends and family and what they have read or heard anecdotally about the hospital. None of these factors have any major bearing on the treatment that they will receive. It may be that they will discover that the waiting list is shorter at hospital A than hospital B. what may well be less obvious to the patient is that hospital A may have a shorter waiting list because the local primary healthcare teams know that it has a number of serious shortcomings and so they tend to refer their patients to hospital B which consequently has a longer waiting list. Of course , we mustn’t ignore the possibility that hospital A is actually more efficient that hospital B or that hospital C provides a more comprehensive, courteous and efficient service with greater expertise than hospital D, but the primary healthcare teams are generally best placed to see the outcomes of their local hospitals and will generally know where their patients are served better in each individual circumstance. (after Donaldson L 2001) In the context of our examination here, all four of these aims have potential impact on our subject as each of these objectives are effectively resolved by expanding, and in some cases changing, the roles of staff within the NHS. Clearly the impact will vary between different disciplines and indeed, different geographical areas, but the overall objective of improving the efficiency and introduction of patient orientated goals has largely been met by the three expedients of: a) making more money available b) adopting progressive management strategies c) increasing staffing levels and redefining some roles within the NHS ( after Dixon et al 2003) It is perhaps useful to consider the whole of the NHS Plan as part of a reform continuum which has shaped the evolution of the NHS since its inception. We have already highlighted the Griffiths Reforms, but other landmark reforms that impact upon our considerations of change must include the Agenda for Change (2004) which is primarily staff and employment orientated and is concerned with a number of measures including staffing levels, staff role descriptions and staff pay levels. It has only recently been implemented (September 2005) and, for our purposes here, should be viewed in conjunction with another Government White Paper which is the complimentary NHS Knowledge and Skills Framework (KSF 2004). This particular paper targets the need for both recognising and rewarding specific speciality orientated enhancement of both skills and knowledge that are actually relevant to professional performance in both designated areas and in professional performance generally. Reading of the provisions reveals that the general provision of  £280 million over a three year period to â€Å"develop specific designated staff skills†. One of the proposed mechanisms is to set up individual learning accounts which will be worth  £150 per year. It is not yet clear what the impact will yet be on support staff in either specific or general terms. The impact of these reforms seems to be felt on many levels. There appears to be a move towards the redesignation of roles, flexible working, skill mix and the redesignation of professional boundaries. The NHS Plan itself calls for a number of changes to be made in working practices, both general (conceptual) and specific. It also calls for a change in the actual roles of some healthcare professionals, including support staff. It goes into great detail about the need for some of these changes need to be established but it also has to be observed that there is actually very little detail in the Plan as to how these changes are either to be introduced or managed. It refers to the changes in general terms, there is actually very little detail relating to what it expects these changes to actually be in reality. (Krogstad et al 2002) If one were to produce an analysis of the pre-2000 structure of the NHS one could conclude that it had three major problems which were not consistent with the function, structure and organisation of a typical 21st century industry a lack of national standards old-fashioned demarcations between staff and barriers between services a lack of clear incentives and levers to improve performance over-centralisation and disempowered patients. (Nickols 2004) One observation that is also relevant to our considerations here is the phrase â€Å"seamless interface† appears very frequently throughout the document. Although it is primarily applied to the interface between primary and secondary care, it is also, both explicitly and by implication, applied to the interface between different groups of professionals within both aspects of the service. (Rudd et al 1997) In direct consideration of our subject, we can take this to mean that there is a requirement for seamless interaction between all factions of the operating theatre staff and between them and the other professionals in the hospital. (Dixon et al 2003) Other significant milestones in the changes in the role of support staff were the introduction of the National Service Framework. These are a series of recommendations, stipulations and targets which are designed to raise the performance to the level of the best across the nation rather than to have pockets of excellence surrounded by a sea of mediocrity (White M 2005). The issues surrounding the National Service Frameworks are huge, as they collectively cover most of the major therapeutic areas in medicine. The reason for their inclusion in this particular consideration, is because of their collective impact on the role of the support staff, who have to expand their role and skills in order to comply with their requirements. It is completely impractical to consider all of the implications of the National Service Frameworks so, as a representative â€Å"sample† we will consider just one, the National Service Framework for the elderly. In distinct contrast to our comments in relation to the Griffiths Report earlier in this piece, the introduction of the National Service Frameworks could be considered nothing short of exemplary. There have been consultation periods, pre-implementation pilots and possibly most importantly, a well publicised and staged National roll-out programme which was designed to implement each of the strategies in a graded and controlled fashion with the intention of trying to ensure smooth implementation across the country. (Nickols F.2004). If we consider as an exploratory example, a small portion of the National Service Framework for the elderly Standard Two, this states that it should ensure that: Ensure that older people are treated as individuals and that they receive appropriate and timely packages of care which meet their needs as individuals, regardless of health and social services boundaries. One could perhaps reasonably hope that such aspirations would have been unnecessary, but behind the actual words are a number of other concepts that are central to our consideration to the expanding role of the support staff. The concept of â€Å"Person Centred Care† is a central precept of the Standard Two. It is described with the intention of trying to allow the elderly to feel entitled to be treated as individuals and also to allow them to retain responsibility for their own choices for their own care. The expansions of the roles of the support staff comes primarily in the adoption of the main tenet of the concept of Person Centred Care and that is the introduction of the Single Assessment Process (SAP). This recognises that there are effectively a great number of support agencies that potential can be involved to look after the needs of the elderly, both in hospital and after discharge. Prior to the introduction of the National Service Framework, it was common practice for each agency to separately make contact with the patient and make their own assessment in terms of their own distinct considerations. We shall discuss this point later in the context of insularity of specialities. The end result of this process was the fact that, very commonly, the same (or similar) facts are repeatedly elicited on different occasions with all the implications that this type of duplication has on inefficient working and waste of resources. (Fatchett A. 1998). The SAP is designed so that any member of the health care team can assemble the information in such a way and in such a format that it will be of use to the other members of the team, or for that matter any of the agencies who might have a legitimate need for the information. This particular role expansion is designed to assist in reducing the amount of red tape that appears to be an inevitable encumbrance of many of the measures that are designed to assist the elderly patient, and only appears to finish up by hampering them. (Gott M 2000). The adoption of the Single Assessment Process is no more than one example, perhaps not so much of an expansion of the role, but a realignment of the role of support staff. It is still a fairly new concept and is central to the aims of the National Service Framework that the needs and wishes of the patient should be at the heart of the whole process. Because it is new, the extent to which it can accommodate these aims and aspirations alongside the day to day practicalities of service provision still has yet to be fully assessed. (Mannion R et al 2005) In some ways, this new role expansion can be viewed in parallel with the concepts of seamless interfacing and multidisciplinary team working which we have examined elsewhere in this dissertation. Given the fact that the Single Assessment Process has only been operational since April 2004, but the move towards multidisciplinary team working and the concept of the seamless interface has been apparent and espoused for some years (Mason et al 2003). The latter were effectively translated into reality without major upheaval, one can be reasonably confident that the same will eventually be said for both the Single Assessment Process and its implications for both staff and patients. We have described this particular example of role expansion more as a realignment because, at first sight, its implications are quite subtle when compared to other examples that we shall be considering, but equally they are quite fundamental, as they impinge upon the role