Alberta to seek recovery of health costs associated with criminal activity

The province of Alberta is poised to become the first jurisdiction in the world that will try to make crime pay — literally — by suing convicted people for the cost of treating injuries they sustain committing a crime. Anyone from a participant who gets shot in a gang war to a convenience-store robber or an illegal-drug user could be sued upon conviction for whatever it costs to patch them up (including ambulance fees, drugs and future treatments), plus interest backdated to the time of conviction. Bill 48, the Crown’s Right of Recovery Act, however, is attracting ridicule from legal and political experts, who are calling it misguided, unenforceable and even “a stake in the heart of medicare.” Chances are slim that the government will be able to collect money from down-and-out criminals, says Brian Hurley, president of Alberta’s Criminal Trial Lawyers’ Association, who calls the bill “pure political pandering” to the Conservative government’s fundamentalist Christian supporters. “We like to top Texas every once in a while with right-wing stupidity — and you can quote me on that.” Alberta already has the power (under the Hospitals Act) to pursue drunk drivers and other “wrongdoers” for the cost of treating their victims. But Bill 48 expands that power to include the cost of treating the injuries the criminals inflict on themselves. However, if drunk drivers have liability insurance, their health care costs would be paid out of a fund created from mandatory contributions by the insurance industry. With the bill’s introduction on May 11, Alberta also joined 7 other provinces — British Columbia, New Brunswick, Ontario, Newfoundland and Labrador, Nova Scotia, Saskatchewan and Manitoba — that have introduced or passed health-cost recovery laws allowing them to sue big tobacco to recoup the massive costs of health care treatment for tobacco-related diseases. Critics say that the bureaucratic costs will outweigh cost-recovery under Alberta’s new legislation to make criminals pay for medical treatment. The government is selling the legislation as a crackdown on crime and a cost-savings for taxpayers. Taxpayers “should not be responsible for health costs caused by the wrongful acts or omissions of others,” Health and Wellness Minister Ron Liepert told reporters. Bill 48 “will help us recover those costs, which will benefit Albertans.” But observers say the bill will do nothing to deter criminal activity and could wind up costing taxpayers money. Most criminals come from disadvantaged socio-economic groups and couldn’t pay for their ambulance rides, Hurley says. “If you’re at the level where you rob a convenience store for $70 or a hundred bucks to buy drugs, you have no money. … We would spend far more money on the government bureaucracy trying to collect from these people than the funds we would recover from them.” “I don’t think sending bills to criminals in the mail is going to get many results,” says John Church, associate professor of political science at the University of Alberta in Edmonton, Alberta. Church wonders if the government should instead dip into the proceeds of major crimes — including major assets such as houses and cars —seized by the Crown under the Victims Restitution and Compensation Payment Amendment Act. But the government says that’s not how the money will be recovered. Instead, says Howard May, a spokesman for Alberta Health and Wellness, the government will go after individuals. An injured person’s progress will be tracked through the courts, and if he or she is convicted of a Criminal Code offence, health ministry staff and lawyers from government or private practice will decide whether to pursue the claim and recoup the health costs through a settlement or a lawsuit. If the criminal is ordered to pay, the government would decide whether to pursue collection. It’s “too early to tell” what this will cost the taxpayer, May says. The government doesn’t expect many such cases in the first place, so it doesn’t anticipate significant extra work. May also says the Crown probably won’t pursue a claim unless it believes it is likely to collect. Opposition parties and medical ethicists have charged that Bill 48 may violate the Canada Health Act, by forcing people to pay for medically necessary treatment. The government disagrees and argues that it’s confident the legislation would withstand a legal challenge, because no one is being denied medical treatment; they are just being asked to pay for it later. That stance has prompted even conservative observers to wonder if Bill 48 is the slippery slope that could lead the Tories to start billing anyone who engages in risky behaviour or bad health habits, such as smoking, drinking, back-country skiing, cycling without a helmet and being overweight. The Alberta Medical Association has taken no position on the controversial provisions of the bill. The association is grateful for any additional dollars for health care, says Assistant Executive-Director Ron Kustra, and beyond that, is satisfied that Bill 48 would not affect the way doctors practise. The bill passed first reading before the Legislature recessed for the summer. It will likely be passed into law when Members of the Legislative Assembly resume sitting in the fall.

Doctors in detention and the Hippocratic Oath

Every year, many newly qualified doctors recite the Hippocratic Oath upon graduating. But how many of us would actually put those words to the test if our own lives were in jeopardy? Half a world away, three physicians faced this dilemma.During the first five months of 2009, an intense war played

Shooting on a moving target: explaining European bank rates during the interwar period

This paper describes the monetary policy response of countries during the inter-war period. How did central banks react to the Great Depression? How did countries balance the externals demands of the gold standard with domestic policy pressures? What was the optimal level of international policy coordination? We use weekly data over the period 1925-1936 to estimate central bank rate reaction functions for a panel of 22 countries during the inter-war gold standard. The estimates suggest to us changing objectives for monetary policy. Countries moved away from the sole objective of convertibility and towards a more 'modern' monetary policy based on exchange rate stabilization, but not yet output stabilization or even modern price level targeting. Importantly, this move to exchange rate stabilization was accompanied by the formation of monetary policy blocs around pre-existing economic relations. Countries' interwar policy choices offer lessons for countries remaining in or choosing to join the European Monetary Union today.

Soldiers’ Wives in the Hundred Years War

How to integrate databases without starting a typology war: The Typological Database System

1 The TDS Project is being carried out by a research group of the Netherlands Graduate School of Linguistics (LOT), with members from the University of Amsterdam, Leiden University, Radboud University Nijmegen, and Utrecht University: Tamas Biro (linguistic design and database integration), Alexis Dimitriadis (project manager), Rob Goedemans (database integration and phonology domain expert), Ruth Lind (intern), Adam Saulwick (ontology developer, typologist and database integration), Eugenie Stapert (student assistant), Franca Wesseling (student assistant), Menzo Windhouwer (software system designer and developer). The TDS Project gratefully acknowledges the financial support of the Netherlands Organization for Scientific Research (NWO).

UMWERTUNG: NIETZSCHE’S “WAR-PRAXIS” AND THE PROBLEM OF YES-SAYING AND NO-SAYING IN ECCE HOMO

Das Papsttum und die „vielen“ Italien als Orbis Christianus?

„Eine unglaubliche Geschichte ist uns zu Ohren gekommen“, so die bewegte Klage eines Papstes im 9. Jahrhundert. In seinem Brief an einen Abt Honorat tadelte er, daß in dessen Kloster der gregorianische Gesang nicht nur abweichend von den Gepflogenheiten des rçmischen Sitzes, sondern auch von der fast ganzen okzidentalen Kirche, gepflegt werde. Desposco, ich fordere, so fährt der Papst in der ersten Person Singular fort, daß die Gemeinschaft dort nicht länger vom caput, vom Haupt der Kirche abweiche, er droht gegebenenfalls mit Exkommunikation und Anathem, beschwçrt die Einheit und nennt die rçmische Kirche mater omnium et magistra vestra. Das Schreiben ist in zwei Fragmenten der bekannten „Collectio Britannica“ enthalten, die nach den neuesten, noch nicht verçffentlichten Forschungen von Christof Rolker nach 1108 zusammengestellt worden sein soll, und es wird dort einem Papst Leo zugeschrieben, den wir mit Leo IV. (847–855) identifizieren müssen. Ziemlich sicher ist aber der angesprochene Abt nicht, wie früher behauptet, derjenige von Farfa, sondern von S. Salvatore sub monte Lentenano, bei Rieti, an den Grenzen des damaligen Patrimonium Petri, also vor den Toren Roms. Aber warum Ermahnungen in liturgicis ; was war mit dem gregorianischen Gesang gemeint? Die musikhistorische Forschung ist uneinig, ob im Kloster beim Monte Lentenano mailändische, süditalische, byzantinisch-griechische oder gar fränkisch bestimmte liturgische Gebräuche vorherrschten, und

Kanonessammlungen als Fundorte für päpstliche Schreiben

„Papsturkunden ohne Ende“ – mit diesem Stoßseufzer begann nicht nur Paul Fridolin Kehr im Jahre 1905 den ersten seiner Berichte mit dem Titel „Nachträge zu den Papsturkunden Italiens“, sondern auch Rudolf Hiestand stimmte vor 10 Jahren in seinem Gçttinger Vortrag „100 Jahre Papsturkundenwerk“ erneut in dieses Lamento ein, das wohl vor allem auf die Italia pontificia zutrifft, die mit bisher 11 024 Regesten den grçßten Umfang der nationalen Papsturkundenwerke darstellt. Vor diesem Hintergrund dürfte es schwerfallen, den Bearbeitern noch weitere Fundorte für ihre Sammelund Editionstätigkeit päpstlicher Schreiben zu empfehlen, die außerdem noch erhebliche Schwierigkeiten bei der Erschließung bieten – wie die kanonistischen Sammlungen. Von Anfang an war man sich dieser Schwierigkeiten bewußt. Kehr – nach eigener Einschätzung „reinster Diplomatiker Sickelscher Observanz“ – wollte in seinem ursprünglichen Plan noch das ganze in Registern, Briefund Kanonsessammlungen enthaltene kanonistische Material bewußt ausschließen. Ein halbes Jahrhundert später dehnte dagegen Walther Holtzmann, der um mit den Worten Rudolf Hiestands zu sprechen, „weniger Diplomatiker als Historiker mit ausgeprägten kirchenrechtlichen Interessen“ war, schon einmal mit Nachdruck das Aufgabenfeld auf die Kanonistik aus, als er damit begann, die Dekretalensammlungen zwischen Gratian und dem «Liber Extra» Gregors IX. für die Italia pontificia auszuwerten und als erstes eine Liste von Dekretalen

War and Ethics in the Ancient Near East: Military Violence in Light of Cosmology and History

GENERATIONAL TUG-OF-WAR – PLAYING NICE BETWEEN MILLENNIALS AND BABY BOOMERS IN A MULTI-GENERATIONAL STAFF

Libraries are not exempt from the organizational clash of the Baby Boomers and the Millennials. Recent literature touts the challenges Baby Boomers face in managing the Millennial generation. However, little literature exists documenting the challenge more and more Millennials face in managing the Baby Boomer generation. For the first time in history, four different generations of librarians co-exist within many organizations. Understanding their differences can assist library leaders in harnessing the potential from each group and maintaining a professional, balanced and collegial atmosphere. This paper will provide a general overview of the characteristics possessed by Traditionalists, Baby Boomers, Generation X, and Millennials. Greater attention will be placed on Baby Boomers and Millennials as literature suggests these two generations are at odds the most. It will also introduce the notion of “internal customer service” as means for bridging the generational differences and creating a balanced organization. Internal customer service is the service provided to colleagues and other departments within an organization whom librarians rely on to complete work. When librarians move beyond simply thinking of colleagues as others who are “just there” to thinking of them as potential customers, the organizational mood lightens and productivity increases. INTRODUCTION TO WORKPLACE GENERATIONS Many workplaces today find themselves in the position of including four different generations of workers, and libraries are no exception. Tension between generations is not unusual, and a variety of literature across many disciplines discusses this issue. This paper will outline the characteristics of the four major generations and then focus particularly on the conflict between the Baby Boomer generation and the youngest generation in the workplace, the Millennial generation. The idea Unauthenticated Download Date | 6/29/19 5:24 PM Generational Tug-of-War 149 of internal customer service is presented as a tool for preventing and resolving these conflicts. TRADITIONALS OR VETERANS – BORN 1909-1946 The words most often used to describe this age group are loyalty and sacrifice. Persons born in this age range were shaped by the environment of the Great Depression and World War II, and are used to sacrifice. 2 Traditionals perceive themselves as holding to a more strict moral code than younger generations. In fact, they describe themselves as more ethical than subsequent generations. They place great importance on patriotism and family, and are used to following traditional gender roles. 2 It is important to remember that this generation has seen the greatest change in technology of any generation alive today. Many in this generation have witnessed the birth of the first computers to the rise of the internet in everyday life. In the workplace, traditionalists are dedicated and respectful. They are used to hierarchy in leadership and a traditional organizational structure, and function best within a clearly defined organizational structure. Of the four generations examined here, they are most likely to “buy into the status quo...and possess a traditional sense of dedication.” Like their grandchildren, the Millennials, Traditionalists maintain a loyalty to their workplace, but prefer a 40 hour work week that leaves time for family. This group does not multitask very well; they prefer to focus on one task at a time. Despite a tendency to look towards traditional hierarchy in leadership at work, this group values teamwork and working together as an extension of their sense of loyalty and sacrifice. Keeping in mind the sweeping changes in technology witnessed by this generation, it is no surprise that when confronted with new technology, this group prefers to coast on what they already know. BABY BOOMERS – BORN 1947-1964 The Baby Boomer generation’s mission in life is to change the world. After the sacrifice displayed by the previous generation, the world was ready for a time of prosperity, and Baby Boomers enjoyed a focus on their childhood like never before. After the hard times of the Great Depression and world wars, people were ready for a new, more optimistic perspective, which they passed on to their Baby Boomer children. Boomers were raised in a youth-oriented culture, and continue to maintain aspects of a youth culture today. Although not overexposed to multimedia and entertainment like their Millennial children, it is also important to remember that the Baby Boomer generation was the first generation to grow up with television. After being raised in an environment that promoted the idea that they could achieve anything, Baby Boomers were ready to make some big changes to their society, and they did. Often said to be “heavily involved in self-realization,” Unauthenticated Download Date | 6/29/19 5:24 PM Heidi Blackburn, Alysia Starkey and Kate Wise 150 Baby Boomers wanted to know who they were, and the reasons behind the way society functioned. Quickly disillusioned by war, the Baby Boomers questioned the ethics of war in Vietnam. They also worked to redefine societal roles, especially traditional gender roles and civil rights. Baby Boomers additionally went on to redefine marriage, having less patience than older generations for marriages that didn’t work, choosing divorce as an acceptable option much more than in the past. It is no surprise that Baby Boomers are often called the “me generation” and are characterized by their drive to effect change. In the workplace, Baby Boomers value teamwork as a means to accomplish change. Although they willingly work within the traditional business hierarchy, they have a love/hate relationship with authority, and prefer to be led by consensus. 2 A generation known for its drive, Baby Boomers are often called workaholics. They will sacrifice time and energy for the job and tend to stick to established institutional practice. This generation “assume[s] overtime is a given,” and often define themselves by their level of career success. At this point in their careers, most Baby Boomers have accomplished the goals in their careers they set out to achieve, and feel they have earned their place at the top of the hierarchy, but also may feel very burned out. Boomers strive for and thrive on recognition, and look for and like to cultivate a workplace’s team spirit. 3 Baby Boomers have experienced a traditional, paper based learning process that takes them from a textbook to practice to implementation of a new skill. Boomers are most comfortable with technology they grew up with, and may feel uncomfortable encountering a new technology without first receiving formal instruction. Baby Boomers will tend to stay with the same employer for a long time, but will entertain better job offers. 4 GENERATION X – BORN 1965-1976 “Generation X” is characterized by independence. This independence can be linked to their early childhood experiences as the first generation to have both parents in the workforce, which for many children led to moving around, following their parents from job to job. This fostered an appreciation for multiple cultures and diversity as part of their world. With constant exposure to new emerging media such as the 24-hour newscast and access to developing news stories, they grew up sceptical of politicians and other major players after watching story after story about political corruption. This created a large group of young people with a general distrust of all media and, in turn, meagre voter turn-outs. Generation X was also the product of more divorces than any generation before in the United States. As children, they had to learn to take care of themselves from a young age, often walking alone to school or the bus and coming home to an empty house in the afternoon before their parents would arrive home. This responsibility taught them to be self-sufficient and individualistic, as well as overly-confident in their own abilities. Unauthenticated Download Date | 6/29/19 5:24 PM Generational Tug-of-War 151 These independent skills have transferred over to the workplace, creating employees who want little supervision and do not care for intimate relationships at work. They easily adapt to changing environments and desire feedback with detailed evaluations, which can be difficult to gather and still maintain the freedom from supervision that this group craves. However, managers should avoid skipping evaluations, particularly for a job well done, because Generation X thrives on recognition for their successes. They have even left desirable positions with large companies because of a lack of communication and praise. Preferring a direct form of communication, especially in the workplace, members of Generation X will ask many questions and will immediately express their own demands. They thrive on rapid-paced work and become easily bored with what they see as mundane collaborative work. This lack of subtlety in communication often leads to the label “poor people skills,” enhanced by the fact that, as previously stated, Generation X is not interested in fostering personal relationships at work. They tend to leave their peers at work and form friendships outside the office. This can lead to conflicts later with internal company politics, for which they have a low tolerance. No matter how terrible the news or review, this group expects open communication between managers and employees and will expect any promises that are made to be kept. They favour openness and honesty to brown-nosing and will be far more trusting of a manger that lets them know the whole situation. Although this group appears to be made of entrepreneurs not attracted to working for large organizations or companies, in reality they want the security of belonging to an organization. To keep Generation X happy in the workplace, their compensation should be directly linked to what they contribute, and they should be given flexibi