Sexual dysfunction, depression, and abuse are only a few of the many "touchy" topics patients find hard to bring up to their healthcare providers. But these very problems could actually be at the root of what is happening to them medically. Discuss
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Machelle Seibel, MD, has had a lot of experience talking with patients about difficult topics. Seibel is director of the Complicated Menopause Program at the University of Massachusetts Medical School in Worcester, Massachusetts. People of both genders and all ages, he says, face life challenges that affect their well-being. "I've never met anyone going through a transition in life who didn't think it was complicated," he says.
Sometimes, what's troubling patients when they come into a health provider's office is not what they made the appointment for. For example, Seibel says a patient may come to see him because she says she wants to talk about medication or needs help knowing how to deal with hot flashes. But the conversation that needs to take place may actually be quite different. For instance, she may be worried that her recent forgetfulness and mood swings are symptoms of a more serious psychiatric disorder. Another patient may actually bring up the topic of a declining libido while, in her mind, she is really associating her sexual problems with an unraveling relationship.
When I recently talked with Seibel he shared some tips about what healthcare professionals need to do to help patients who have touchy subjects to explore.
Listen for clues about possible problems. Active listening is always an important communication skill. Seibel says one indication that there are unspoken concerns is a patient's response to a topic that is "out of range." A reaction that's out of proportion to what could normally be expected should alert the provider to pay close attention to what the patient is saying and not saying. Another clue, Seibel says, is when a patient "won't talk or won't stop talking, about a topic."
Establish rapport. Clinicians need at least tacit permission from patients before exploring difficult topics. Seibel starts with gentle questions about overall well-being. He then follows-up based on the patient's response. For instance, when a woman says that she fears memory loss means that she is losing her mind, Seibel might ask, "Can you tell me about family members with a history of mental disease?" He may follow-up with more specific questions such as, "What type of situations make you more tearful?" or, "What type of situations cause you to act in ways that are out of character?" Seibel asks these in open-ended ways so that responses provide more information other than just "yes" or "no."
Take a complete history. Seibel schedules extra time to discuss health histories with new patients. Some medical practices ask patients to complete and return health histories prior to first appointments. In Seibel's opinion, while this process may be efficient, it is not necessarily effective in uncovering "touchy" topics. He learns much more when talking with patients directly and noticing eye movements, hand gestures, and overall body posture.Raise topics yourself. Sometimes patients won't initiate discussions of topics they consider embarrassing or perhaps trivial. Clinicians may need to mention them first. For instance, when Seibel does a physical exam and notices that a woman's bladder has dropped, he might ask about problems with urine loss. This scenario is very common as about 30% of women have stress incontinence (or other type of urinary loss) but wait about three to five years to say anything. Seibel knows that incontinence is a highly treatable condition and therefore will mention it.Understand problems in context of family and social history. Although patients may come to appointments alone, their concerns may be as much about others as themselves. Many patients worry if they are destined for the same medical fate as their parents. For instance, a 59-year-old woman might be very concerned that she is getting osteoporosis since her mother fractured a hip at age 60. Likewise, people may be concerned about their loved ones' mental or physical health. This can be a "chicken and egg situation," says Seibel, as when a woman makes an appointment for problems with sexual functioning but spends most of the time discussing her husband's job stress or prostate cancer.
Know your boundaries. Patients are likely to pick up "vibes" when providers are uncomfortable discussing certain topics. This might happen when providers are in the midst of their own marital or financial problems or have strong views about sexual practices. In such instances, Seibel recommends that providers refer patients elsewhere. You can do so with statements such as, "We may have touched on something important, but I'm not the one to talk about it with you. I have a colleague who can help." And then make the referral. Another time for referral is when the patient's symptoms are outside your area of expertise. For example, you might refer patients to acute psychiatric care when they raise serious psychosocial concerns.
Manage issues of time. Even though Seibel invites patients to share concerns at the beginning of appointments, very often they wait until the very end to say what is really on their minds. If there truly is no time, you might say something like, "You just raised a very important point. Unfortunately, I don't have time to talk about it now. Let's make another appointment for you to come back and discuss it."
Occasionally, patients may be very tearful or upset and need time to regain their composure. There is no way around this. They need extra time. As needed and if appropriate, you might acknowledge that you have another patient to see but will come back in a few minutes to check on how he or she is doing.
Over the years, Seibel has found that it is "more embarrassing to bare your soul than your bottom." People obviously are willing to show off their bodies (as when wearing skimpy bathing suits or being examined) but far more reluctant to reveal any weakness or feeling of failure. To Seibel, being neutral, empathetic, and willing to listen transcends all differences when it comes to talking about touchy topics.
Saturday, November 15, 2008
Idaho is One Step Closer to a Medical School
The state of Idaho is one step closer to having a medical school. Wednesday in Boise, the legislature's Medical Education Interim Committee met for the third time to discuss the possibility of opening a medical school in Pocatello.
During the meeting, a motion was passed to adopt the three prong approach which was approved in August by the Idaho Medical Association. The prongs include a four-year medical education program, expanding the residency program and adding more state funded medical school seats.
The committees made a motion to recommend the State Board of Education also adopt the approach.
The state board is meeting November18. The committee will also make its own recommendations to the legislature.
During the meeting, a motion was passed to adopt the three prong approach which was approved in August by the Idaho Medical Association. The prongs include a four-year medical education program, expanding the residency program and adding more state funded medical school seats.
The committees made a motion to recommend the State Board of Education also adopt the approach.
The state board is meeting November18. The committee will also make its own recommendations to the legislature.
UCSF cited as "most improved" UC medical school for diversity
The UCSF School of Medicine continues to have one of the most diverse student bodies among California medical schools, according to a public policy institute study. Nearly one-third of students in last fall’s entering class -- 28 percent -- are from groups underrepresented in medicine.
The study, conducted by the Greenlining Institute, cited the UCSF School of Medicine as the most improved in a new status report on the diversity of the University of California medical student body.
The report notes that “UCSF has shown the greatest increases in African American and Latino representation among its matriculants, compared to its institutional peers.” Between 2001 and 2008, the proportion of African Americans at UCSF increased from 5 percent to about 10 percent and the proportion of Latinos increased from about 8 percent to about 13 percent. UCSF also has the largest number of African American and Latino students of all the UC medical schools.
The findings reflect an effort by UCSF leadership over the past several years to open medical school doors to all qualified students.
“This report is gratifying because we believe strongly that having a culture that embraces and promotes diversity is essential to fulfilling our health care education, research and patient care missions,” says J. Renee Navarro, PharmD, MD, director of academic diversity at UCSF.
School of Medicine Interim Dean Sam Hawgood, MB, BS, emphasizes that “diversity and excellence are inextricably linked.”
“There is overwhelming evidence that addressing the medical needs of our increasingly diverse communities requires us to have a similarly diverse community within the School of Medicine,” says Hawgood.
According to the Greenlining Institute report, diversity in the medical student body is important because studies show that patient satisfaction increases significantly if the patient and the doctor are of the same race. Additionally, the report says that minority physicians are much more likely to practice in areas experiencing physician shortages than are non-minority physicians.
The report notes that UCSF has not only improved its ethnic and racial diversity in number, but “has also emphasized the importance of race in medicine, paying particular attention to racial health disparities.”
Says Hawgood, “Diversity enhances the excellence of the school’s teaching, research, and clinical missions. It is not an unrelated or a stand-alone goal.”
Since 2004, the medical school has expanded its outreach efforts both to attract qualified students from underrepresented minorities and to increase the overall numbers of underrepresented minorities entering any medical school.
“The relative lack of diversity in medical school classes across the country reflects a broad problem throughout society. UCSF has always been among the leaders in the diversity of its student body,” says Hawgood. “We hope that some of the best practices at UCSF may help other schools make similar gains.”
Greenlining Institute researchers observed a pronounced difference in diversity between the first- and second-year classes at UCSF in 2007, which they attributed as “testament to UCSF’s efforts in just that one year to increase diversity” at its school of medicine. According to the report, the first-year class includes 10 more underrepresented minority students than the second-year class, a difference in representation of 28.6 percent and 22.6 percent.
In the fall 2008 UCSF medical school entering class, the number of underrepresented minority students includes African American, 10 percent; Mexican American, 10 percent; other Hispanic, 3 percent; Pacific Islander, 4 percent; and Native American, 1 percent -- for an overall total of 28 percent.
The full Greenling Institute report is available at http://greenlining.org/resources/pdfs/REPRESENTINGTHENEWMAJORITYPartIII.pdf..
UCSF is a leading university dedicated to promoting health worldwide through advanced biomedical research, graduate-level education in the life sciences and health professions, and excellence in patient care.
The study, conducted by the Greenlining Institute, cited the UCSF School of Medicine as the most improved in a new status report on the diversity of the University of California medical student body.
The report notes that “UCSF has shown the greatest increases in African American and Latino representation among its matriculants, compared to its institutional peers.” Between 2001 and 2008, the proportion of African Americans at UCSF increased from 5 percent to about 10 percent and the proportion of Latinos increased from about 8 percent to about 13 percent. UCSF also has the largest number of African American and Latino students of all the UC medical schools.
The findings reflect an effort by UCSF leadership over the past several years to open medical school doors to all qualified students.
“This report is gratifying because we believe strongly that having a culture that embraces and promotes diversity is essential to fulfilling our health care education, research and patient care missions,” says J. Renee Navarro, PharmD, MD, director of academic diversity at UCSF.
School of Medicine Interim Dean Sam Hawgood, MB, BS, emphasizes that “diversity and excellence are inextricably linked.”
“There is overwhelming evidence that addressing the medical needs of our increasingly diverse communities requires us to have a similarly diverse community within the School of Medicine,” says Hawgood.
According to the Greenlining Institute report, diversity in the medical student body is important because studies show that patient satisfaction increases significantly if the patient and the doctor are of the same race. Additionally, the report says that minority physicians are much more likely to practice in areas experiencing physician shortages than are non-minority physicians.
The report notes that UCSF has not only improved its ethnic and racial diversity in number, but “has also emphasized the importance of race in medicine, paying particular attention to racial health disparities.”
Says Hawgood, “Diversity enhances the excellence of the school’s teaching, research, and clinical missions. It is not an unrelated or a stand-alone goal.”
Since 2004, the medical school has expanded its outreach efforts both to attract qualified students from underrepresented minorities and to increase the overall numbers of underrepresented minorities entering any medical school.
“The relative lack of diversity in medical school classes across the country reflects a broad problem throughout society. UCSF has always been among the leaders in the diversity of its student body,” says Hawgood. “We hope that some of the best practices at UCSF may help other schools make similar gains.”
Greenlining Institute researchers observed a pronounced difference in diversity between the first- and second-year classes at UCSF in 2007, which they attributed as “testament to UCSF’s efforts in just that one year to increase diversity” at its school of medicine. According to the report, the first-year class includes 10 more underrepresented minority students than the second-year class, a difference in representation of 28.6 percent and 22.6 percent.
In the fall 2008 UCSF medical school entering class, the number of underrepresented minority students includes African American, 10 percent; Mexican American, 10 percent; other Hispanic, 3 percent; Pacific Islander, 4 percent; and Native American, 1 percent -- for an overall total of 28 percent.
The full Greenling Institute report is available at http://greenlining.org/resources/pdfs/REPRESENTINGTHENEWMAJORITYPartIII.pdf..
UCSF is a leading university dedicated to promoting health worldwide through advanced biomedical research, graduate-level education in the life sciences and health professions, and excellence in patient care.
Haifa hospital head slams army's plan for medical school
An Israel Defense Forces initiative to open a separate medical school for military doctors is a "waste of funds" and will cause "irreparable damage" to the field of medicine in Israel, Prof. Rafi Beyar of Rambam Medical Center in Haifa said yesterday.
Beyar, who heads Rambam, responded to news about the army's plan that first appeared in Haaretz on Wednesday by sending a scathing letter to Prof. Avi Advertisement
Israeli, the director-general of the Ministry of Health. Advertisement
In the letter, Beyar argued that the army intends to sacrifice the quality of students accepted into medical schools in order to compensate for the severe shortage in military physicians.
"The IDF is interested in setting up a school together with one of the existing medical schools in order to overcome a desperate shortage in military doctors," Beyar wrote. "By doing so they will be able to lower the standardized test and grade point average requirements of recruits."
The army's current practice is to select candidates destined to become military physicians from among its high school graduate recruits. They then undergo seven years of medical training at universities at the army's expense, sharing classes with regular medical students, and join the military upon completion of their studies.
At the current rate, the army needs 70 new military physicians to enter its service every year. However, in 2006 only 46 candidates were accepted into its doctors' training program.
In 2008 that number dropped to 30, prompting the IDF to recruit from among soldiers already drafted and pull them from their units. As a result of its efforts, the IDF raised the number of trainees in its medicine course to 50 - still 20 people short of its target.
Another way of boosting the dwindling number of physicians in its service has been to try and persuade Jewish physicians from abroad to move to Israel and join the IDF.
The IDF claims that while its plan to open a medical school of its own will allow it to lower academic demands from candidates, it will also enable them to focus their selection process on psychological exams testing recruits' ability to function in the military.
A senior military official said about the plan that it would produce "doctors that suit the army's needs, certainly more than today's graduates."
Despite the IDF's optimism, Beyar believes the plan will damage the medical school system that had acquired a good worldwide reputation because of its ability to incorporate military and civilian students in the same program.
"We must not in any way break this system and create a military medical school," he wrote. "We must continue to maintain the current system and solve the IDF's doctor shortage using a mechanism that will continue to incorporate the existing universities equally."
He added, "I request you note my whole-hearted opposition to the creation of a military medical school in the current format. [Such a plan] will damage the field of medicine in Israel and cause irreparable damage."
Beyar, who heads Rambam, responded to news about the army's plan that first appeared in Haaretz on Wednesday by sending a scathing letter to Prof. Avi Advertisement
Israeli, the director-general of the Ministry of Health. Advertisement
In the letter, Beyar argued that the army intends to sacrifice the quality of students accepted into medical schools in order to compensate for the severe shortage in military physicians.
"The IDF is interested in setting up a school together with one of the existing medical schools in order to overcome a desperate shortage in military doctors," Beyar wrote. "By doing so they will be able to lower the standardized test and grade point average requirements of recruits."
The army's current practice is to select candidates destined to become military physicians from among its high school graduate recruits. They then undergo seven years of medical training at universities at the army's expense, sharing classes with regular medical students, and join the military upon completion of their studies.
At the current rate, the army needs 70 new military physicians to enter its service every year. However, in 2006 only 46 candidates were accepted into its doctors' training program.
In 2008 that number dropped to 30, prompting the IDF to recruit from among soldiers already drafted and pull them from their units. As a result of its efforts, the IDF raised the number of trainees in its medicine course to 50 - still 20 people short of its target.
Another way of boosting the dwindling number of physicians in its service has been to try and persuade Jewish physicians from abroad to move to Israel and join the IDF.
The IDF claims that while its plan to open a medical school of its own will allow it to lower academic demands from candidates, it will also enable them to focus their selection process on psychological exams testing recruits' ability to function in the military.
A senior military official said about the plan that it would produce "doctors that suit the army's needs, certainly more than today's graduates."
Despite the IDF's optimism, Beyar believes the plan will damage the medical school system that had acquired a good worldwide reputation because of its ability to incorporate military and civilian students in the same program.
"We must not in any way break this system and create a military medical school," he wrote. "We must continue to maintain the current system and solve the IDF's doctor shortage using a mechanism that will continue to incorporate the existing universities equally."
He added, "I request you note my whole-hearted opposition to the creation of a military medical school in the current format. [Such a plan] will damage the field of medicine in Israel and cause irreparable damage."
Will a medical school boom ease the doctor shortage?
Faced with a looming physician shortage, Michigan's medical schools have significantly increased enrollment and regional universities are planning to build medical schools to create a fresh pipeline of doctors for aging baby boomers.
The flurry of medical school activity in the state is unprecedented; for two decades, the number of medical schools in the nation remained at 125. Now Michigan alone is poised to gain three more as Oakland University, Central Michigan University and Western Michigan University are in varying stages of creating medical schools.
Meanwhile, three of the four medical schools in Michigan are in the midst of expansion projects. Michigan State University's medical schools are growing to new regions of the state and Wayne State University has increased its class size. First-year enrollment among the four schools will increase 44 percent by 2010.
But the boom in medical education also has raised concerns about whether the efforts will really stave off a physician shortage when the number of residency slots for medical school graduates isn't increasing at the same pace. And some doctors have called for a moratorium on new medical schools in Michigan until the state figures out the impact they will have on existing schools, residency slots and clinical opportunities for students.
"We really don't want six new schools popping up all around us and we are all going to be competing for funds," said Dr. Robert Frank, associate dean at Wayne's medical school, who added that the state needs to review whether building schools is needed. "If it turns out it's a good idea to build new medical schools, then so be it."
'More activity' in Michigan
A Michigan State Medical Society study found that the state will be 6,000 physicians short by 2020. Michigan's shortage equates to an 11.9 percent gap between supply and demand, compared to a nationwide gap of 7.9 percent over the same time period, according to a separate study by the Blue Ribbon Committee on Physician Workforce.
"Everyone is in agreement we have a significant shortage coming and Michigan will have a bigger shortage than other states," said Denise Holmes, an associate dean at MSU's College of Human Medicine, which is nearly doubling its enrollment by 2013.
The recognition of a physician shortage sparked a call from the Association of American Medical Colleges for a 30 percent increase in medical school enrollment by 2015. The vast majority of medical schools have responded, but few quite like Michigan.
"There is definitely a lot more activity in Michigan than in most other states," said Edward Salsberg, director of the Center for Workforce Studies for the medical college association.
For years, the number of medical schools did not grow, a result of a perception there were too many physicians. Florida State University cracked the dry spell when it became the 126th medical school to earn full accreditation in 2005.
Now nine U.S. schools are in the midst of receiving accreditation for the new schools.
Why the surge?
"The two P's, more or less," said Dr. Dan Hunt, co-secretary of the Liaison Committee on Medical Education that accredits the schools. "Medical schools form not necessarily for educational reasons but because of politics and pride."
College presidents may look to a medical school to boost the prestige of a university, spark economic development and better compete for research dollars.
CMU and Oakland said they would rely on private donations, not tax dollars, to fund the start-up of their schools. Tuition would sustain the operating costs.
But some leaders at the current medical schools fear greater competition for state appropriation dollars. Wayne, MSU and University of Michigan have lobbied hard to be funded separately from the 12 other state universities, because, in part, the three institutions housed the state's only medical schools and bring in sizeable research dollars.
CMU President Michael Rao said he's motivated by sense of duty to address the needs of the 2 million people in northern Michigan and the Upper Peninsula.
"I'm absolutely convinced that our region faces very serious consequences if we don't address the physician shortage here and northward," Rao said. "I know Central Michigan University is the best hope for taking care of those serious needs."
Adding schools may not help
More than 1,500 Michigan students applied to U.S. medical schools in 2007: 28 percent enrolled in Michigan's schools, 13 percent went out of state, but the majority -- 58 percent -- didn't enroll in any accredited M.D. school, according to figures from Central.
Limited capacity at current medical schools has prompted many of U.S. students to head to the Caribbean for training.
More medical education means Michigan students will have greater opportunities to stay in the state, said Virinder K. Moudgil, Oakland's senior vice president for academic affairs. "There's plenty of room for all of us," Moudgil said.
Some experts say increasing enrollment and starting medical schools will do nothing to address the physician shortage unless Congress increases the caps on residency programs in the country.
Hospitals receive federal funding through Medicare for their residency programs.
Meanwhile, the Michigan State Medical Society's policy-making body passed a resolution this year saying no medical schools should be established after Oakland University until the state studies the potential impact on existing medical schools and residency slots. Medical school deans are expected to meet and formally submit a request to the state for review, according to the society.
WMU is not discouraged. A feasibility study is under way to determine whether a medical school is a good idea. So far, President John Dunn has no indication it wouldn't be successful and said it would ultimately enhance the quality of health care in the region. People -- "that's really what this is all about," Dunn said. "This is not about who's right and who's wrong."
The flurry of medical school activity in the state is unprecedented; for two decades, the number of medical schools in the nation remained at 125. Now Michigan alone is poised to gain three more as Oakland University, Central Michigan University and Western Michigan University are in varying stages of creating medical schools.
Meanwhile, three of the four medical schools in Michigan are in the midst of expansion projects. Michigan State University's medical schools are growing to new regions of the state and Wayne State University has increased its class size. First-year enrollment among the four schools will increase 44 percent by 2010.
But the boom in medical education also has raised concerns about whether the efforts will really stave off a physician shortage when the number of residency slots for medical school graduates isn't increasing at the same pace. And some doctors have called for a moratorium on new medical schools in Michigan until the state figures out the impact they will have on existing schools, residency slots and clinical opportunities for students.
"We really don't want six new schools popping up all around us and we are all going to be competing for funds," said Dr. Robert Frank, associate dean at Wayne's medical school, who added that the state needs to review whether building schools is needed. "If it turns out it's a good idea to build new medical schools, then so be it."
'More activity' in Michigan
A Michigan State Medical Society study found that the state will be 6,000 physicians short by 2020. Michigan's shortage equates to an 11.9 percent gap between supply and demand, compared to a nationwide gap of 7.9 percent over the same time period, according to a separate study by the Blue Ribbon Committee on Physician Workforce.
"Everyone is in agreement we have a significant shortage coming and Michigan will have a bigger shortage than other states," said Denise Holmes, an associate dean at MSU's College of Human Medicine, which is nearly doubling its enrollment by 2013.
The recognition of a physician shortage sparked a call from the Association of American Medical Colleges for a 30 percent increase in medical school enrollment by 2015. The vast majority of medical schools have responded, but few quite like Michigan.
"There is definitely a lot more activity in Michigan than in most other states," said Edward Salsberg, director of the Center for Workforce Studies for the medical college association.
For years, the number of medical schools did not grow, a result of a perception there were too many physicians. Florida State University cracked the dry spell when it became the 126th medical school to earn full accreditation in 2005.
Now nine U.S. schools are in the midst of receiving accreditation for the new schools.
Why the surge?
"The two P's, more or less," said Dr. Dan Hunt, co-secretary of the Liaison Committee on Medical Education that accredits the schools. "Medical schools form not necessarily for educational reasons but because of politics and pride."
College presidents may look to a medical school to boost the prestige of a university, spark economic development and better compete for research dollars.
CMU and Oakland said they would rely on private donations, not tax dollars, to fund the start-up of their schools. Tuition would sustain the operating costs.
But some leaders at the current medical schools fear greater competition for state appropriation dollars. Wayne, MSU and University of Michigan have lobbied hard to be funded separately from the 12 other state universities, because, in part, the three institutions housed the state's only medical schools and bring in sizeable research dollars.
CMU President Michael Rao said he's motivated by sense of duty to address the needs of the 2 million people in northern Michigan and the Upper Peninsula.
"I'm absolutely convinced that our region faces very serious consequences if we don't address the physician shortage here and northward," Rao said. "I know Central Michigan University is the best hope for taking care of those serious needs."
Adding schools may not help
More than 1,500 Michigan students applied to U.S. medical schools in 2007: 28 percent enrolled in Michigan's schools, 13 percent went out of state, but the majority -- 58 percent -- didn't enroll in any accredited M.D. school, according to figures from Central.
Limited capacity at current medical schools has prompted many of U.S. students to head to the Caribbean for training.
More medical education means Michigan students will have greater opportunities to stay in the state, said Virinder K. Moudgil, Oakland's senior vice president for academic affairs. "There's plenty of room for all of us," Moudgil said.
Some experts say increasing enrollment and starting medical schools will do nothing to address the physician shortage unless Congress increases the caps on residency programs in the country.
Hospitals receive federal funding through Medicare for their residency programs.
Meanwhile, the Michigan State Medical Society's policy-making body passed a resolution this year saying no medical schools should be established after Oakland University until the state studies the potential impact on existing medical schools and residency slots. Medical school deans are expected to meet and formally submit a request to the state for review, according to the society.
WMU is not discouraged. A feasibility study is under way to determine whether a medical school is a good idea. So far, President John Dunn has no indication it wouldn't be successful and said it would ultimately enhance the quality of health care in the region. People -- "that's really what this is all about," Dunn said. "This is not about who's right and who's wrong."
Wednesday, November 12, 2008
UP medical school eyed in South Cotabato
KORONADAL CITY -- A University of the Philippines School of Health Science may start operating in South Cotabato province next year after its endorsement by the Mindanao Economic Development Council (Medco).
South Cotabato Governor Daisy P. Avance-Fuentes said that Senator Edgardo J. Angara has pledged some P10 million for the establishment of a UP medical school to make health science education accessible to poor people in the rural areas.
What's your take on the Mindanao crisis? Discuss views with other readers.....
Fuentes added that about P38 million is needed for the UP medical school's initial operation in the province that shall include expenses for site procurement, two classrooms, two administration offices and a library.
Undersecretary Virgilio L. Leyretana Sr., Medco chair, said the UP medical school's operation would lay the foundation for an expanded and affordable health care system for the countryside.
The target date for the school opening is tentatively set for July 2009. During the first year, the personnel complement will include a dozen staff, including teachers and administrators.
The courses to be offered are in accordance with the ladderized curricula of UP focusing on basic midwifery, nursing and medicine, Leyretana said.
The courses that will be offered are designed to encourage the poor but deserving students from south-central Mindanao and its adjacent regions to engage in the medical profession.
The initial number of enrollees is set at 80 students who will not be subjected to intense entrance requirements and payment of tuition fees, the Medco chief said.
Leyretana proposed that the graduates should be mandated to render two years of service after finishing the course, with the end view of filling the vacuum of medical and paramedical practitioners in the rural areas. (BSS)
South Cotabato Governor Daisy P. Avance-Fuentes said that Senator Edgardo J. Angara has pledged some P10 million for the establishment of a UP medical school to make health science education accessible to poor people in the rural areas.
What's your take on the Mindanao crisis? Discuss views with other readers.....
Fuentes added that about P38 million is needed for the UP medical school's initial operation in the province that shall include expenses for site procurement, two classrooms, two administration offices and a library.
Undersecretary Virgilio L. Leyretana Sr., Medco chair, said the UP medical school's operation would lay the foundation for an expanded and affordable health care system for the countryside.
The target date for the school opening is tentatively set for July 2009. During the first year, the personnel complement will include a dozen staff, including teachers and administrators.
The courses to be offered are in accordance with the ladderized curricula of UP focusing on basic midwifery, nursing and medicine, Leyretana said.
The courses that will be offered are designed to encourage the poor but deserving students from south-central Mindanao and its adjacent regions to engage in the medical profession.
The initial number of enrollees is set at 80 students who will not be subjected to intense entrance requirements and payment of tuition fees, the Medco chief said.
Leyretana proposed that the graduates should be mandated to render two years of service after finishing the course, with the end view of filling the vacuum of medical and paramedical practitioners in the rural areas. (BSS)
Palomar Pomerado Health, UC San Diego Medical School Partnership Improves North County Access to Clinical Trial
Palomar Pomerado Health (PPH) and the University of California, San Diego (UC San Diego) School of Medicine have entered into an innovative partnership that enhances options for patients needing leading-edge therapy, expands clinical research at UC San Diego and strengthens the clinical research program at PPH.
The new agreement creates greater coordination between the Institutional Review Boards (IRBs) – committees that review and approve research trials of promising new therapies and procedures – at the two institutions. More than 400 open clinical trials include studies for complex diseases like Alzheimer’s disease, arthritis, cancer, diabetes, heart disease, stroke, and many more. IRB approval of clinical research is required before any study can begin.
“We are excited about this new relationship with Palomar Pomerado Health, a leading provider in North County, because it will increase access for patients at both institutions to promising new approaches to preventing and treating disease and injury,” said Gary S. Firestein, M.D., Dean of Translational Medicine and Professor of Medicine at UC San Diego School of Medicine. “We are also enthusiastic about the new opportunities for collaboration with an outstanding group of health care providers.”
Under this agreement, a study approved at one institution can also be performed at the other. This dramatically decreases administrative delays for collaborative studies between UC San Diego and PPH without sacrificing safety and oversight. Thus, PPH patients will have greater access to UCSD clinical trials and vice versa. As a result, it will be easier for patients in North County to receive novel therapies for diseases for which existing options are inadequate.
Richard Just, M.D., Medical Director of the PPH Research Institute and Chairman of the Investigational Review Committee at Palomar Pomerado Health, and Chief Executive Officer and Medical Director of the Research Department at San Diego Pacific Oncology & Hematology Associates, Inc., has led the effort to bring high-caliber clinical research activities to the community hospital setting.
“Traditionally, community physicians have had little involvement in clinical trials, yet medical knowledge and therefore medical care only progress through research,” said Just. “We’re pleased to join forces with UCSD in the quest to advance medical knowledge while increasing the number of patients who will have access to important and potentially lifesaving investigational therapies.”
The agreement also enhances educational programs in which UC San Diego provides training and symposia for PPH physicians and staff in all aspects of clinical research. It will provide access to the university’s core facilities and other important research resources such as sophisticated imaging methods, and analysis of patient samples (such as blood) with leading-edge technology to monitor the treatment for safety and effectiveness.
About Palomar Pomerado Health
Palomar Pomerado Health, California's largest public health district, is North County's most comprehensive health-care delivery system, nationally recognized for clinical excellence in cardiac care, women's services, cancer, orthopedics, trauma, rehabilitation and behavioral health services. As the largest employer in Inland North County, with
more than 3,600 employees and 700 physicians, Palomar Pomerado Health was named San Diego County's Best Place to Work in 2006. Facilities include Palomar Medical Center, Pomerado Hospital, Villa Pomerado, Palomar Continuing Care Center and the Jean McLaughlin Women's Center and expresscare retail health centers inside Albertsons. Please visit www.pph.org
About UC San Diego Health Sciences
UC San Diego Health Sciences encompasses the School of Medicine, the Skaggs School of Pharmacy and Pharmaceutical Sciences, and UCSD Medical Center – the system of patient services provided at UCSD Medical Center-Hillcrest; UCSD Thornton Hospital-La Jolla; Shiley Eye Center, and the Moores UCSD Cancer Center, one of 41 centers in the United States to hold a National Cancer Institute (NCI) designation as a Comprehensive Cancer Center. As a top-ranked academic medical institution, the role of UC San Diego Health Sciences is to consistently provide both local and global leadership in improving health through innovative research, education and patient care.
The new agreement creates greater coordination between the Institutional Review Boards (IRBs) – committees that review and approve research trials of promising new therapies and procedures – at the two institutions. More than 400 open clinical trials include studies for complex diseases like Alzheimer’s disease, arthritis, cancer, diabetes, heart disease, stroke, and many more. IRB approval of clinical research is required before any study can begin.
“We are excited about this new relationship with Palomar Pomerado Health, a leading provider in North County, because it will increase access for patients at both institutions to promising new approaches to preventing and treating disease and injury,” said Gary S. Firestein, M.D., Dean of Translational Medicine and Professor of Medicine at UC San Diego School of Medicine. “We are also enthusiastic about the new opportunities for collaboration with an outstanding group of health care providers.”
Under this agreement, a study approved at one institution can also be performed at the other. This dramatically decreases administrative delays for collaborative studies between UC San Diego and PPH without sacrificing safety and oversight. Thus, PPH patients will have greater access to UCSD clinical trials and vice versa. As a result, it will be easier for patients in North County to receive novel therapies for diseases for which existing options are inadequate.
Richard Just, M.D., Medical Director of the PPH Research Institute and Chairman of the Investigational Review Committee at Palomar Pomerado Health, and Chief Executive Officer and Medical Director of the Research Department at San Diego Pacific Oncology & Hematology Associates, Inc., has led the effort to bring high-caliber clinical research activities to the community hospital setting.
“Traditionally, community physicians have had little involvement in clinical trials, yet medical knowledge and therefore medical care only progress through research,” said Just. “We’re pleased to join forces with UCSD in the quest to advance medical knowledge while increasing the number of patients who will have access to important and potentially lifesaving investigational therapies.”
The agreement also enhances educational programs in which UC San Diego provides training and symposia for PPH physicians and staff in all aspects of clinical research. It will provide access to the university’s core facilities and other important research resources such as sophisticated imaging methods, and analysis of patient samples (such as blood) with leading-edge technology to monitor the treatment for safety and effectiveness.
About Palomar Pomerado Health
Palomar Pomerado Health, California's largest public health district, is North County's most comprehensive health-care delivery system, nationally recognized for clinical excellence in cardiac care, women's services, cancer, orthopedics, trauma, rehabilitation and behavioral health services. As the largest employer in Inland North County, with
more than 3,600 employees and 700 physicians, Palomar Pomerado Health was named San Diego County's Best Place to Work in 2006. Facilities include Palomar Medical Center, Pomerado Hospital, Villa Pomerado, Palomar Continuing Care Center and the Jean McLaughlin Women's Center and expresscare retail health centers inside Albertsons. Please visit www.pph.org
About UC San Diego Health Sciences
UC San Diego Health Sciences encompasses the School of Medicine, the Skaggs School of Pharmacy and Pharmaceutical Sciences, and UCSD Medical Center – the system of patient services provided at UCSD Medical Center-Hillcrest; UCSD Thornton Hospital-La Jolla; Shiley Eye Center, and the Moores UCSD Cancer Center, one of 41 centers in the United States to hold a National Cancer Institute (NCI) designation as a Comprehensive Cancer Center. As a top-ranked academic medical institution, the role of UC San Diego Health Sciences is to consistently provide both local and global leadership in improving health through innovative research, education and patient care.
University seeks donors to make new research park a reality.
Billboards have gone up around the Twin Cities to build anticipation for a prominent construction project on the eastern rim of the University of Minnesota's Minneapolis campus. But a football stadium isn't all that's being built in the university's East Gateway District. Minnesota's future health and prosperity are rising there, too.
That's what several hundred leading Minnesotans were told Monday about the four new biomedical research buildings that are in various stages of planning and construction near the new TCF Bank Stadium. The Dean's Board of Visitors at the university's Medical School, spearheaded by the irrepressible former Fairview Hospital leader Carl Platou, asked guests to spread a timely word of hope: The state's economy may be slumping now, but because the University of Minnesota is investing in order to remain among the world's leaders in biomedical research, a better day is coming.
Medical School Dean Deborah Powell led an imaginary tour of the four new buildings, describing the work that she expects to be done in each one.
•At the Center for Magnetic Resonance Research, to be completed in 2010, the most powerful human and animal research magnets in the world will unlock the mysteries of diseases such as diabetes, breast and prostate cancer, schizophrenia and Alzheimer's disease.
•The Cancer Biomedical Research Building, to open in 2011, will house research that includes a project already pointing to more effective treatment for breast cancer.
•The Lillehei Heart Building, to be completed in 2012, will include the Center for Cardiovascular Repair, headed by Dr. Doris Taylor. Her work to create a beating heart in the laboratory is one of many new ways to repair failing hearts being explored by university scientists.
•The Infectious Disease and Neuroscience building, to open in 2013, will seek ways to prevent the transmission of HIV, among other communicable diseases.
That's what several hundred leading Minnesotans were told Monday about the four new biomedical research buildings that are in various stages of planning and construction near the new TCF Bank Stadium. The Dean's Board of Visitors at the university's Medical School, spearheaded by the irrepressible former Fairview Hospital leader Carl Platou, asked guests to spread a timely word of hope: The state's economy may be slumping now, but because the University of Minnesota is investing in order to remain among the world's leaders in biomedical research, a better day is coming.
Medical School Dean Deborah Powell led an imaginary tour of the four new buildings, describing the work that she expects to be done in each one.
•At the Center for Magnetic Resonance Research, to be completed in 2010, the most powerful human and animal research magnets in the world will unlock the mysteries of diseases such as diabetes, breast and prostate cancer, schizophrenia and Alzheimer's disease.
•The Cancer Biomedical Research Building, to open in 2011, will house research that includes a project already pointing to more effective treatment for breast cancer.
•The Lillehei Heart Building, to be completed in 2012, will include the Center for Cardiovascular Repair, headed by Dr. Doris Taylor. Her work to create a beating heart in the laboratory is one of many new ways to repair failing hearts being explored by university scientists.
•The Infectious Disease and Neuroscience building, to open in 2013, will seek ways to prevent the transmission of HIV, among other communicable diseases.
Tuesday, November 11, 2008
Medical society says Wisconsin need more doctors
MADISON, Wis. (AP) Wisconsin residents are waiting longer to see a doctor, and a physician shortage means the situation isn't likely to improve, according to a report released Monday by a coalition of medical groups.
The shortage is more severe in rural areas but even larger cities are understaffed, the report by the Wisconsin Council on Medical Education and Workforce said.
''The supply of physicians will not keep up with the demand of patients'' as the population ages, said Dr. Carl Getto, senior vice president of medical affairs at the University of Wisconsin Hospital in Madison.
There are about 10,000 doctors in the state but at least 600 physician jobs have been posted on a new Web site designed to strengthen recruiting efforts.
The most urgent need is for primary-care physicians, the report concluded.
A similar report four years ago found similar problems, prompting recruiting efforts that have shown promise.
Among them is the Wisconsin Academy for Rural Medicine, a program established by the UW School of Medicine and Public Health to encourage medical students to work in smaller towns.
The report listed a number of other recommendations to ease the shortage, including the following:
The UW medical school and the Medical College of Wisconsin in Milwaukee should accept more students who commit to staying in Wisconsin when they graduate. Right now three in five graduates leave.
Make doctors' jobs easier by hiring more nurse practitioners and physician assistants.
Expand state and private tuition-reimbursement programs to reduce medical students' debt. The average UW medical school debt upon graduation is $125,000, a burden that could drive alumni toward jobs and locations where they can make more money.
Reinforce the state's favorable malpractice climate, which includes a $750,000 cap on noneconomic damages.
The coalition that released the report included the Wisconsin Medical Society, the two medical schools, the Wisconsin Hospital Association, the Rural Wisconsin Health Cooperative, the Wisconsin Academy of Family Physicians and the Wisconsin Academy of Physician Assistants.
The shortage is more severe in rural areas but even larger cities are understaffed, the report by the Wisconsin Council on Medical Education and Workforce said.
''The supply of physicians will not keep up with the demand of patients'' as the population ages, said Dr. Carl Getto, senior vice president of medical affairs at the University of Wisconsin Hospital in Madison.
There are about 10,000 doctors in the state but at least 600 physician jobs have been posted on a new Web site designed to strengthen recruiting efforts.
The most urgent need is for primary-care physicians, the report concluded.
A similar report four years ago found similar problems, prompting recruiting efforts that have shown promise.
Among them is the Wisconsin Academy for Rural Medicine, a program established by the UW School of Medicine and Public Health to encourage medical students to work in smaller towns.
The report listed a number of other recommendations to ease the shortage, including the following:
The UW medical school and the Medical College of Wisconsin in Milwaukee should accept more students who commit to staying in Wisconsin when they graduate. Right now three in five graduates leave.
Make doctors' jobs easier by hiring more nurse practitioners and physician assistants.
Expand state and private tuition-reimbursement programs to reduce medical students' debt. The average UW medical school debt upon graduation is $125,000, a burden that could drive alumni toward jobs and locations where they can make more money.
Reinforce the state's favorable malpractice climate, which includes a $750,000 cap on noneconomic damages.
The coalition that released the report included the Wisconsin Medical Society, the two medical schools, the Wisconsin Hospital Association, the Rural Wisconsin Health Cooperative, the Wisconsin Academy of Family Physicians and the Wisconsin Academy of Physician Assistants.
Palomar Pomerado Health, UC San Diego Medical School Partnership Improves North County Access to Clinical Trial
Palomar Pomerado Health (PPH) and the University of California, San Diego (UC San Diego) School of Medicine have entered into an innovative partnership that enhances options for patients needing leading-edge therapy, expands clinical research at UC San Diego and strengthens the clinical research program at PPH.
The new agreement creates greater coordination between the Institutional Review Boards (IRBs) – committees that review and approve research trials of promising new therapies and procedures – at the two institutions. More than 400 open clinical trials include studies for complex diseases like Alzheimer’s disease, arthritis, cancer, diabetes, heart disease, stroke, and many more. IRB approval of clinical research is required before any study can begin.
“We are excited about this new relationship with Palomar Pomerado Health, a leading provider in North County, because it will increase access for patients at both institutions to promising new approaches to preventing and treating disease and injury,” said Gary S. Firestein, M.D., Dean of Translational Medicine and Professor of Medicine at UC San Diego School of Medicine. “We are also enthusiastic about the new opportunities for collaboration with an outstanding group of health care providers.”
Under this agreement, a study approved at one institution can also be performed at the other. This dramatically decreases administrative delays for collaborative studies between UC San Diego and PPH without sacrificing safety and oversight. Thus, PPH patients will have greater access to UCSD clinical trials and vice versa. As a result, it will be easier for patients in North County to receive novel therapies for diseases for which existing options are inadequate.
Richard Just, M.D., Medical Director of the PPH Research Institute and Chairman of the Investigational Review Committee at Palomar Pomerado Health, and Chief Executive Officer and Medical Director of the Research Department at San Diego Pacific Oncology & Hematology Associates, Inc., has led the effort to bring high-caliber clinical research activities to the community hospital setting.
“Traditionally, community physicians have had little involvement in clinical trials, yet medical knowledge and therefore medical care only progress through research,” said Just. “We’re pleased to join forces with UCSD in the quest to advance medical knowledge while increasing the number of patients who will have access to important and potentially lifesaving investigational therapies.”
The agreement also enhances educational programs in which UC San Diego provides training and symposia for PPH physicians and staff in all aspects of clinical research. It will provide access to the university’s core facilities and other important research resources such as sophisticated imaging methods, and analysis of patient samples (such as blood) with leading-edge technology to monitor the treatment for safety and effectiveness.
About Palomar Pomerado Health
Palomar Pomerado Health, California's largest public health district, is North County's most comprehensive health-care delivery system, nationally recognized for clinical excellence in cardiac care, women's services, cancer, orthopedics, trauma, rehabilitation and behavioral health services. As the largest employer in Inland North County, with
more than 3,600 employees and 700 physicians, Palomar Pomerado Health was named San Diego County's Best Place to Work in 2006. Facilities include Palomar Medical Center, Pomerado Hospital, Villa Pomerado, Palomar Continuing Care Center and the Jean McLaughlin Women's Center and expresscare retail health centers inside Albertsons.
The new agreement creates greater coordination between the Institutional Review Boards (IRBs) – committees that review and approve research trials of promising new therapies and procedures – at the two institutions. More than 400 open clinical trials include studies for complex diseases like Alzheimer’s disease, arthritis, cancer, diabetes, heart disease, stroke, and many more. IRB approval of clinical research is required before any study can begin.
“We are excited about this new relationship with Palomar Pomerado Health, a leading provider in North County, because it will increase access for patients at both institutions to promising new approaches to preventing and treating disease and injury,” said Gary S. Firestein, M.D., Dean of Translational Medicine and Professor of Medicine at UC San Diego School of Medicine. “We are also enthusiastic about the new opportunities for collaboration with an outstanding group of health care providers.”
Under this agreement, a study approved at one institution can also be performed at the other. This dramatically decreases administrative delays for collaborative studies between UC San Diego and PPH without sacrificing safety and oversight. Thus, PPH patients will have greater access to UCSD clinical trials and vice versa. As a result, it will be easier for patients in North County to receive novel therapies for diseases for which existing options are inadequate.
Richard Just, M.D., Medical Director of the PPH Research Institute and Chairman of the Investigational Review Committee at Palomar Pomerado Health, and Chief Executive Officer and Medical Director of the Research Department at San Diego Pacific Oncology & Hematology Associates, Inc., has led the effort to bring high-caliber clinical research activities to the community hospital setting.
“Traditionally, community physicians have had little involvement in clinical trials, yet medical knowledge and therefore medical care only progress through research,” said Just. “We’re pleased to join forces with UCSD in the quest to advance medical knowledge while increasing the number of patients who will have access to important and potentially lifesaving investigational therapies.”
The agreement also enhances educational programs in which UC San Diego provides training and symposia for PPH physicians and staff in all aspects of clinical research. It will provide access to the university’s core facilities and other important research resources such as sophisticated imaging methods, and analysis of patient samples (such as blood) with leading-edge technology to monitor the treatment for safety and effectiveness.
About Palomar Pomerado Health
Palomar Pomerado Health, California's largest public health district, is North County's most comprehensive health-care delivery system, nationally recognized for clinical excellence in cardiac care, women's services, cancer, orthopedics, trauma, rehabilitation and behavioral health services. As the largest employer in Inland North County, with
more than 3,600 employees and 700 physicians, Palomar Pomerado Health was named San Diego County's Best Place to Work in 2006. Facilities include Palomar Medical Center, Pomerado Hospital, Villa Pomerado, Palomar Continuing Care Center and the Jean McLaughlin Women's Center and expresscare retail health centers inside Albertsons.
Saturday, October 11, 2008
Mini-Medical School to begin Tuesday
CENTRAL NEBRASKA —
The University of Nebraska Medical Center, in partnership with Blue Cross and Blue Shield of Nebraska, will present a Mini-Medical School on women and cancer.The series, which will be from 6:30 to 8:30 p.m. CDT Oct. 14, 21 and 28, will be broadcast live via satellite from the UNMC campus in Omaha to 30 communities.Participants will learn about improvements in cancer diagnosis, treatment and symptom management, as well as the latest research and advances in women's cancers. Dr. Ken Cowan, director of the UNMC Eppley Cancer Center and a breast cancer physician, will kick off the series on the first evening.UNMC's Mini-Medical School is a health education program that provides Nebraskans with the latest information and research about current diseases and health issues. Taught by UNMC experts, the series is designed for anyone who wants to learn more about issues surrounding significant developments in health research and patient care.While the program is free, continuing nursing education credit is available for nurses. The cost is $40, regardless of the number of sessions attended. Participants must register for Mini-Medical School at the site they will attend, and they will receive contact hours for each session attended.
The University of Nebraska Medical Center, in partnership with Blue Cross and Blue Shield of Nebraska, will present a Mini-Medical School on women and cancer.The series, which will be from 6:30 to 8:30 p.m. CDT Oct. 14, 21 and 28, will be broadcast live via satellite from the UNMC campus in Omaha to 30 communities.Participants will learn about improvements in cancer diagnosis, treatment and symptom management, as well as the latest research and advances in women's cancers. Dr. Ken Cowan, director of the UNMC Eppley Cancer Center and a breast cancer physician, will kick off the series on the first evening.UNMC's Mini-Medical School is a health education program that provides Nebraskans with the latest information and research about current diseases and health issues. Taught by UNMC experts, the series is designed for anyone who wants to learn more about issues surrounding significant developments in health research and patient care.While the program is free, continuing nursing education credit is available for nurses. The cost is $40, regardless of the number of sessions attended. Participants must register for Mini-Medical School at the site they will attend, and they will receive contact hours for each session attended.
Thursday, September 4, 2008
'Medical school' gives lessons on heart disease
Deaths due to cardiovascular disease may be on the decline, but cardiovascular disease remains the No. 1 cause of death for both men and women in the United States.
Age becomes a risk factor as people get older. So the University of Iowa College of Medicine and the Senior College of Greater Des Moines are offering a Mini Medical School program, developed for adults 50 and older, titled "Cardiovascular Disease: What You Should Know."
The four-session program begins Tuesday, from 2 to 4 p.m., in the Deheer Room at Broadlawns Medical Center, 1801 Hickman Road, Des Moines. Classes will be held at the same time and place on Sept. 16, 23 and 30. Cost is $40 for all four sessions. This is the first time the U of I and the Senior College of Greater Des Moines are co-hosting the event.
Age becomes a risk factor as people get older. So the University of Iowa College of Medicine and the Senior College of Greater Des Moines are offering a Mini Medical School program, developed for adults 50 and older, titled "Cardiovascular Disease: What You Should Know."
The four-session program begins Tuesday, from 2 to 4 p.m., in the Deheer Room at Broadlawns Medical Center, 1801 Hickman Road, Des Moines. Classes will be held at the same time and place on Sept. 16, 23 and 30. Cost is $40 for all four sessions. This is the first time the U of I and the Senior College of Greater Des Moines are co-hosting the event.
The U of I has been offering its Mini Medical School programs since 1996 in Iowa and nationwide, which includes junior programs geared to middle school students. Past topics include the newest theories and research on slowing down vision, hearing and mobility loss, and research on treatments for common eye conditions.
Medical faculty from the U of I will lead classes on the risk factors, symptoms and treatments for atherosclerosis (plaque buildup in the arteries), stroke, heart failure, and arrhythmia (abnormal heart rhythm) and valvular disease (when one or more of the four valves in the heart doesn't work properly).
The Mini Medical School is a way for the U of I to share with Iowans and others the new treatments and research out there, said Deann Montchal, director of the U of I Heart and Vascular Center.
"I think we take an approach of trying to educate the community and really educating people that fall within the prime age categories where heart disease impacts your life," Montchal said of the upcoming cardiovascular sessions. "Definitely, it tends to be the 50-and-above age bracket."
Presenter Dr. Elaine Demetroulis, U of I assistant professor in the department of internal medicine, division of cardiovascular medicine, said heart attack symptoms can be very typical and predictable.
"But a lot of the times, there's a lot of symptoms that people may not be aware about," Demetroulis said. Particularly, there are symptoms more often experienced by women, which may be go unnoticed.
Demetroulis said the "classic" symptoms of a heart attack include:
- Pain in the middle of the chest (some describe it feeling like an elephant sitting on your chest), which sometimes radiates to the left arm.
- Chest pain that typically lasts for minutes at a time.
- Chest pain that generally gets worse with activity, and better with rest.
- And it may be accompanied by shortness of breath, or breaking out in sweat.
"Atypical" symptoms of a heart attack, which women have more often than men, include:
- Chest discomfort while in emotionally stressful situations.
- Shortness of breath.
- Acid reflux.
- Upper back or neck discomfort.
Demetroulis said risk factors for cardiovascular disease include high blood pressure, diabetes, high cholesterol levels, smoking and family history of premature coronary disease, before age 40 for both men and women.
A healthful diet, regular exercise, losing weight (which can help eliminate type 2 diabetes) and well-controlled diabetes, high blood pressure and high cholesterol all help to prevent cardiovascular disease.
Dr. Harold Adams, U of I professor and director of the division of cerebrovascular disorders in the department of neurology, will cover the topic of stroke, the third most common cause of death in the United States.
It is also the leading cause of disability among adults, Adams said via e-mail.
The risk of stroke is greatest in individuals 65 and older, he said, although it does occur in children and young adults. While it's more common among men than women in most age groups, the majority of people who have strokes are women.
"A woman (is) twice as likely to die of stroke as from cancer of the breast," he said.
Adams said important, treatable risk factors include diabetes, smoking, arterial hypertension and hypercholesterolemia (high levels of cholesterol in the blood).
Symptoms of stroke are numbness, weakness, or clumsiness of a hand, arm or leg, slurred or incoherent speech, loss of vision in one or both eyes, severe imbalance, severe headache, or loss of consciousness.
Controlling high blood pressure, diabetes, hyperlipidemia (high levels of fat in the bloodstream) or smoking, using blood-thinning drugs, and surgical or endovascular procedures can help reduce the risk of stroke, Adams said.
A clot-busting drug called tPA can be used to treat the most common cause, acute stroke, but the medication must be given within three hours of onset of stroke to be effective.
"Increased public awareness of the symptoms of stroke and the correct response (dial 911 or go to an emergency department as quickly as possible) is a key aspect for successful treatment of stroke," Adams said.
"I think we take an approach of trying to educate the community and really educating people that fall within the prime age categories where heart disease impacts your life," Montchal said of the upcoming cardiovascular sessions. "Definitely, it tends to be the 50-and-above age bracket."
Presenter Dr. Elaine Demetroulis, U of I assistant professor in the department of internal medicine, division of cardiovascular medicine, said heart attack symptoms can be very typical and predictable.
"But a lot of the times, there's a lot of symptoms that people may not be aware about," Demetroulis said. Particularly, there are symptoms more often experienced by women, which may be go unnoticed.
Demetroulis said the "classic" symptoms of a heart attack include:
- Pain in the middle of the chest (some describe it feeling like an elephant sitting on your chest), which sometimes radiates to the left arm.
- Chest pain that typically lasts for minutes at a time.
- Chest pain that generally gets worse with activity, and better with rest.
- And it may be accompanied by shortness of breath, or breaking out in sweat.
"Atypical" symptoms of a heart attack, which women have more often than men, include:
- Chest discomfort while in emotionally stressful situations.
- Shortness of breath.
- Acid reflux.
- Upper back or neck discomfort.
Demetroulis said risk factors for cardiovascular disease include high blood pressure, diabetes, high cholesterol levels, smoking and family history of premature coronary disease, before age 40 for both men and women.
A healthful diet, regular exercise, losing weight (which can help eliminate type 2 diabetes) and well-controlled diabetes, high blood pressure and high cholesterol all help to prevent cardiovascular disease.
Dr. Harold Adams, U of I professor and director of the division of cerebrovascular disorders in the department of neurology, will cover the topic of stroke, the third most common cause of death in the United States.
It is also the leading cause of disability among adults, Adams said via e-mail.
The risk of stroke is greatest in individuals 65 and older, he said, although it does occur in children and young adults. While it's more common among men than women in most age groups, the majority of people who have strokes are women.
"A woman (is) twice as likely to die of stroke as from cancer of the breast," he said.
Adams said important, treatable risk factors include diabetes, smoking, arterial hypertension and hypercholesterolemia (high levels of cholesterol in the blood).
Symptoms of stroke are numbness, weakness, or clumsiness of a hand, arm or leg, slurred or incoherent speech, loss of vision in one or both eyes, severe imbalance, severe headache, or loss of consciousness.
Controlling high blood pressure, diabetes, hyperlipidemia (high levels of fat in the bloodstream) or smoking, using blood-thinning drugs, and surgical or endovascular procedures can help reduce the risk of stroke, Adams said.
A clot-busting drug called tPA can be used to treat the most common cause, acute stroke, but the medication must be given within three hours of onset of stroke to be effective.
"Increased public awareness of the symptoms of stroke and the correct response (dial 911 or go to an emergency department as quickly as possible) is a key aspect for successful treatment of stroke," Adams said.
Medical school's future uncertain
The Fiji School of Medicine is contemplating ways to address the threat posed by the Uma Nand Prasad School of Medicine at the University of Fiji towards its operations and future of medical schools in the country.
FSMs Dean, Professor Robert Moulds said it was absurd that a country the size of Fiji could even contemplate that it can support two viable Schools of Medicine.
Professor Moulds, speaking at the annual Fiji Medical Association Scientific Conference last night, said if the University of Fiji continued with its MBBS course, then one of two institutions will probably founder.
"In a sense, it hardly matters which one founders it will be a terrible waste of resources whichever it is. Note that New Zealand, which has a population more than 4 times larger than that of Fiji, only has two medical schools," he said.
"I see no alternative but for us to get our heads together and try to come up with a mutually acceptable solution and this does not include mouthing platitudes that we can learn to live together."
Professor Moulds said there will be formidable academic obstacles to FSM offering places to University of Fiji students.
"But I think with suitable good will and acceptance by the University of Fiji students that at least a bridging course linked to an entrance examination might be required, I think we should be pursuing such a solution as hard as we can," he said.
"I also think the FMA might be a facilitator of this process, perhaps by acting as a neutral umpire and trying to get the two institutions to recognise that both their futures are bleak if the current situation just drifts on."
FSM has been urged to broaden its revenue base so that it is not reliant on the MBBS program to keep it financially viable.
According to Professor Moulds, there is a real dilemma in healthcare professional education in small countries, as many professional groups are only required in small numbers.
He added a training program will inevitably be non viable financially as fees will not be sufficient to pay for the fixed costs of lecturer salaries etc.
"This dilemma will always be an issue for FSM, but the Pacific island countries can undoubtedly do better in their workforce planning, and FSM must be ready to work in close liaison with them," he said.
"In the past, we have tended to the attitude that it is not our job to determine workforce numbers, and we have simply enrolled as many students as we can. This is clearly not a reasonable attitude, and we must actively contribute to human resource planning for the Pacific."
FSMs Dean, Professor Robert Moulds said it was absurd that a country the size of Fiji could even contemplate that it can support two viable Schools of Medicine.
Professor Moulds, speaking at the annual Fiji Medical Association Scientific Conference last night, said if the University of Fiji continued with its MBBS course, then one of two institutions will probably founder.
"In a sense, it hardly matters which one founders it will be a terrible waste of resources whichever it is. Note that New Zealand, which has a population more than 4 times larger than that of Fiji, only has two medical schools," he said.
"I see no alternative but for us to get our heads together and try to come up with a mutually acceptable solution and this does not include mouthing platitudes that we can learn to live together."
Professor Moulds said there will be formidable academic obstacles to FSM offering places to University of Fiji students.
"But I think with suitable good will and acceptance by the University of Fiji students that at least a bridging course linked to an entrance examination might be required, I think we should be pursuing such a solution as hard as we can," he said.
"I also think the FMA might be a facilitator of this process, perhaps by acting as a neutral umpire and trying to get the two institutions to recognise that both their futures are bleak if the current situation just drifts on."
FSM has been urged to broaden its revenue base so that it is not reliant on the MBBS program to keep it financially viable.
According to Professor Moulds, there is a real dilemma in healthcare professional education in small countries, as many professional groups are only required in small numbers.
He added a training program will inevitably be non viable financially as fees will not be sufficient to pay for the fixed costs of lecturer salaries etc.
"This dilemma will always be an issue for FSM, but the Pacific island countries can undoubtedly do better in their workforce planning, and FSM must be ready to work in close liaison with them," he said.
"In the past, we have tended to the attitude that it is not our job to determine workforce numbers, and we have simply enrolled as many students as we can. This is clearly not a reasonable attitude, and we must actively contribute to human resource planning for the Pacific."
Medical school says ties already are strong
A group of city officials and civic activists that wants the University of Massachusetts Medical School to expand here, especially downtown, may have to wait for a response.
For now, medical school officials are keeping mum about whether they have any intention of establishing a downtown outpost apart from the school’s main hub in the city, perched on the Shrewsbury border near Lake Quinsigamond.
“We have a long history of community involvement in Worcester and the other communities where we have a presence,” said Mark L. Shelton, a spokesman for the school. “We are going to continue to be involved in the
communities where we have a presence.”
Mr. Shelton noted that the school runs a wide range of community programs, including efforts to reduce infant mortality in Worcester, conduct newborn screening, provide foster child health care and oral health care for the poor, increase urban anti-gun violence awareness, and provide home health care for children with serious medical problems.
Mayor Konstantina B. Lukes last week announced the creation of the seven-member panel, which she wants to start discussions with the school about getting the institution involved financially, and perhaps physically, with downtown.
Serving on the informal committee are some local power players, including several with close ties to the medical school and its associated hospital system, UMass Memorial Medical Health Care.
The other members are Michael P. Angelini, a director of the UMass Memorial Foundation; John H. Budd, a trustee of UMass Memorial Health Care; Agnes E. Kull, a board member and treasurer of the foundation and a member of the chancellor search committee; District 2 City Councilor Philip P. Palmieri, chairman of the council’s Economic Development Committee; and state Rep. Vincent A. Pedone, D-Worcester, who has advocated for the school in the state Legislature.
Mr. Pedone said that while the committee has not yet met, he envisions starting talks with Dr. Michael F. Collins, the school’s interim chancellor, who was selected Aug. 14 by the search committee to be the permanent head of the school and is expected to be confirmed by the UMass trustees later this month.
“The main focus of this committee will be to open stronger lines of communication between leaders in the city and leaders at the medical school,” Mr. Pedone said. “It doesn’t necessarily mean a downtown presence, but it does mean discussions about expansion and when expansion does take place, we look at Worcester first.”
The medical school, with more than 6,000 employees, has been growing dramatically in recent years. It now has facilities in 29 communities, including Shrewsbury, Auburn, Boston and even Providence, Mr. Shelton said.
And the school is in the midst of a major growth spurt. A $100 million clinical research building is almost complete and is expected to open next year, and a $449 million biomedical research building, a key part of the state’s $1 billion life sciences initiative, is in the planning stages.
“We have made a huge investment in infrastructure in the city of Worcester,” Mr. Shelton said.
Mr. Shelton, would not say, however, if the school envisions moving or building any facilities downtown, or whether Dr. Collins would consider proposals to bring the medical school downtown.
For now, medical school officials are keeping mum about whether they have any intention of establishing a downtown outpost apart from the school’s main hub in the city, perched on the Shrewsbury border near Lake Quinsigamond.
“We have a long history of community involvement in Worcester and the other communities where we have a presence,” said Mark L. Shelton, a spokesman for the school. “We are going to continue to be involved in the
communities where we have a presence.”
Mr. Shelton noted that the school runs a wide range of community programs, including efforts to reduce infant mortality in Worcester, conduct newborn screening, provide foster child health care and oral health care for the poor, increase urban anti-gun violence awareness, and provide home health care for children with serious medical problems.
Mayor Konstantina B. Lukes last week announced the creation of the seven-member panel, which she wants to start discussions with the school about getting the institution involved financially, and perhaps physically, with downtown.
Serving on the informal committee are some local power players, including several with close ties to the medical school and its associated hospital system, UMass Memorial Medical Health Care.
The other members are Michael P. Angelini, a director of the UMass Memorial Foundation; John H. Budd, a trustee of UMass Memorial Health Care; Agnes E. Kull, a board member and treasurer of the foundation and a member of the chancellor search committee; District 2 City Councilor Philip P. Palmieri, chairman of the council’s Economic Development Committee; and state Rep. Vincent A. Pedone, D-Worcester, who has advocated for the school in the state Legislature.
Mr. Pedone said that while the committee has not yet met, he envisions starting talks with Dr. Michael F. Collins, the school’s interim chancellor, who was selected Aug. 14 by the search committee to be the permanent head of the school and is expected to be confirmed by the UMass trustees later this month.
“The main focus of this committee will be to open stronger lines of communication between leaders in the city and leaders at the medical school,” Mr. Pedone said. “It doesn’t necessarily mean a downtown presence, but it does mean discussions about expansion and when expansion does take place, we look at Worcester first.”
The medical school, with more than 6,000 employees, has been growing dramatically in recent years. It now has facilities in 29 communities, including Shrewsbury, Auburn, Boston and even Providence, Mr. Shelton said.
And the school is in the midst of a major growth spurt. A $100 million clinical research building is almost complete and is expected to open next year, and a $449 million biomedical research building, a key part of the state’s $1 billion life sciences initiative, is in the planning stages.
“We have made a huge investment in infrastructure in the city of Worcester,” Mr. Shelton said.
Mr. Shelton, would not say, however, if the school envisions moving or building any facilities downtown, or whether Dr. Collins would consider proposals to bring the medical school downtown.
Medical school says ties already are strong
A group of city officials and civic activists that wants the University of Massachusetts Medical School to expand here, especially downtown, may have to wait for a response.
For now, medical school officials are keeping mum about whether they have any intention of establishing a downtown outpost apart from the school’s main hub in the city, perched on the Shrewsbury border near Lake Quinsigamond.
“We have a long history of community involvement in Worcester and the other communities where we have a presence,” said Mark L. Shelton, a spokesman for the school. “We are going to continue to be involved in the
communities where we have a presence.”
Mr. Shelton noted that the school runs a wide range of community programs, including efforts to reduce infant mortality in Worcester, conduct newborn screening, provide foster child health care and oral health care for the poor, increase urban anti-gun violence awareness, and provide home health care for children with serious medical problems.
Mayor Konstantina B. Lukes last week announced the creation of the seven-member panel, which she wants to start discussions with the school about getting the institution involved financially, and perhaps physically, with downtown.
Serving on the informal committee are some local power players, including several with close ties to the medical school and its associated hospital system, UMass Memorial Medical Health Care.
The other members are Michael P. Angelini, a director of the UMass Memorial Foundation; John H. Budd, a trustee of UMass Memorial Health Care; Agnes E. Kull, a board member and treasurer of the foundation and a member of the chancellor search committee; District 2 City Councilor Philip P. Palmieri, chairman of the council’s Economic Development Committee; and state Rep. Vincent A. Pedone, D-Worcester, who has advocated for the school in the state Legislature.
Mr. Pedone said that while the committee has not yet met, he envisions starting talks with Dr. Michael F. Collins, the school’s interim chancellor, who was selected Aug. 14 by the search committee to be the permanent head of the school and is expected to be confirmed by the UMass trustees later this month.
“The main focus of this committee will be to open stronger lines of communication between leaders in the city and leaders at the medical school,” Mr. Pedone said. “It doesn’t necessarily mean a downtown presence, but it does mean discussions about expansion and when expansion does take place, we look at Worcester first.”
The medical school, with more than 6,000 employees, has been growing dramatically in recent years. It now has facilities in 29 communities, including Shrewsbury, Auburn, Boston and even Providence, Mr. Shelton said.
And the school is in the midst of a major growth spurt. A $100 million clinical research building is almost complete and is expected to open next year, and a $449 million biomedical research building, a key part of the state’s $1 billion life sciences initiative, is in the planning stages.
“We have made a huge investment in infrastructure in the city of Worcester,” Mr. Shelton said.
Mr. Shelton, would not say, however, if the school envisions moving or building any facilities downtown, or whether Dr. Collins would consider proposals to bring the medical school downtown.
For now, medical school officials are keeping mum about whether they have any intention of establishing a downtown outpost apart from the school’s main hub in the city, perched on the Shrewsbury border near Lake Quinsigamond.
“We have a long history of community involvement in Worcester and the other communities where we have a presence,” said Mark L. Shelton, a spokesman for the school. “We are going to continue to be involved in the
communities where we have a presence.”
Mr. Shelton noted that the school runs a wide range of community programs, including efforts to reduce infant mortality in Worcester, conduct newborn screening, provide foster child health care and oral health care for the poor, increase urban anti-gun violence awareness, and provide home health care for children with serious medical problems.
Mayor Konstantina B. Lukes last week announced the creation of the seven-member panel, which she wants to start discussions with the school about getting the institution involved financially, and perhaps physically, with downtown.
Serving on the informal committee are some local power players, including several with close ties to the medical school and its associated hospital system, UMass Memorial Medical Health Care.
The other members are Michael P. Angelini, a director of the UMass Memorial Foundation; John H. Budd, a trustee of UMass Memorial Health Care; Agnes E. Kull, a board member and treasurer of the foundation and a member of the chancellor search committee; District 2 City Councilor Philip P. Palmieri, chairman of the council’s Economic Development Committee; and state Rep. Vincent A. Pedone, D-Worcester, who has advocated for the school in the state Legislature.
Mr. Pedone said that while the committee has not yet met, he envisions starting talks with Dr. Michael F. Collins, the school’s interim chancellor, who was selected Aug. 14 by the search committee to be the permanent head of the school and is expected to be confirmed by the UMass trustees later this month.
“The main focus of this committee will be to open stronger lines of communication between leaders in the city and leaders at the medical school,” Mr. Pedone said. “It doesn’t necessarily mean a downtown presence, but it does mean discussions about expansion and when expansion does take place, we look at Worcester first.”
The medical school, with more than 6,000 employees, has been growing dramatically in recent years. It now has facilities in 29 communities, including Shrewsbury, Auburn, Boston and even Providence, Mr. Shelton said.
And the school is in the midst of a major growth spurt. A $100 million clinical research building is almost complete and is expected to open next year, and a $449 million biomedical research building, a key part of the state’s $1 billion life sciences initiative, is in the planning stages.
“We have made a huge investment in infrastructure in the city of Worcester,” Mr. Shelton said.
Mr. Shelton, would not say, however, if the school envisions moving or building any facilities downtown, or whether Dr. Collins would consider proposals to bring the medical school downtown.
Thursday, August 7, 2008
Saving Certified Continuing Medical Education (CME)
Adding to the issues of medical insurance, availability of healthcare and physician reimbursement, actions are in motion by the American Medical Association's Council on Ethical and Judicial Affairs (CEJA) and proponents to eliminate commercial support of certified CME. Certified CME is part of a system which ensures that new information is communicated to physicians so that they may be as current as possible and maintain licensure to practice medicine. Proponents indicate that their efforts are due to the possibility for bias and other potential conflicts of interest in commercially-supported CME; however, a review of literature commissioned by the Accreditation Council for Continuing Medical Education (ACCME) which accredits providers of CME found 'no evidence to support or refute the assertion that support biases CME'. In a recent poll 92% of the consumers of the CME system, physicians, disagreed with the Committee's call to end commercial support of CME. Industry sources currently account for over a billion dollars of financial aid to the CME system every year. Withdrawing this financial aid would likely overwhelm what system remains and fill the subsequent vacuum with a dramatic increase in promotional activities and Direct-to-Consumer advertising.
New Alliance Between Leaders in Health and Medicine to Address Healthcare Disparities Through Educational Initiative Partners share common goals of e
In an effort to help reduce racial, ethnic and gender disparities in healthcare, leading professional organizations and academic medical institutions have joined forces in a unique collaborative alliance with the goal of creating a comprehensive educational initiative that aims to improve the quality of care and outcomes for traditionally underserved minority populations.
The collaboration between The American College of Cardiology, the Association of Black Cardiologists, the National Kidney Foundation, Joslin Diabetes Center, The Johns Hopkins University School of Medicine, and The Institute for Johns Hopkins Nursing will focus on cardiovascular disease, diabetes, obesity and chronic kidney disease (CKD) - conditions with consistently higher rates of morbidity and mortality among ethnic patients. The initiative will additionally examine multiple aspects of patient care including effectiveness of healthcare quality, patient safety, timeliness of and access to healthcare services and patient centeredness.
"The spectrum of clinical implications between hypertension, obesity, diabetes and chronic kidney disease has long been recognized by clinicians, but in recent years they have become a clear focus of considerable preventive and therapeutic attention," according to Keith C. Ferdinand, M.D., FACC, Clinical Professor, Emory University and Chief Science Officer, Association of Black Cardiologists. "With this important clinical challenge facing us, however, ethnic disparities limit our ability to provide optimal care."
"Despite extensive documentation of inequities in healthcare quality, little has been done to improve the delivery of services to ethnic populations," states Jack Lewin, M.D., CEO, American College of Cardiology. "The resources and technology necessary to address disparities in health care exist today. If we can harness these tools and provide training in using them to physicians and their care teams, we will go a long way toward providing evidence-based quality care to all patients regardless of ethnicity."
For example, statistics show that:
-- Healthcare providers are 40 percent less likely to order sophisticated cardiac tests for African Americans with chest pain than for Caucasians with identical symptoms.
-- African Americans, Native Americans, Hispanics and American Asians are, respectively, 4.5, 3.6, 2 and 1.6 times more likely to develop chronic kidney disease than are Caucasians, and ethnic patients have a rate of end-stage renal disease that is 2 to 4 times higher than Caucasians.
-- Among patients diagnosed with diabetes, African-American patients are less likely (43.6 percent) than white patients (50.4 percent) to receive an eye exam, an established standard for diabetes care.
"As stakeholders in providing quality care to patients, we need to act aggressively to ensure that we address healthcare disparities among our patient populations," states Enrique Caballero, M.D., Director of the Latino Diabetes Initiative, Joslin Diabetes Center. "Effective education and training for clinicians is the first step toward change."
"This is an exciting opportunity to combine the expertise of our nation's leading medical societies, associations and academic medical centers to provide the highest degree of educational value to an underserved and under recognized area of healthcare," says Joseph Vassalotti, M.D., Chief Medical Officer, National Kidney Foundation.
Evidence shows that as patient populations grow and become more diverse, lack of cultural competence among providers will lead to an increasing gap in racial and ethnic disparities within the healthcare system. "This initiative will utilize several measures to assess the impact it will have on minimizing healthcare disparities," said Todd Dorman, M.D., FCCM, Associate Dean and Director, Johns Hopkins CME. He outlined them in the following manner;
1. Provider Measures
-- Did the initiative improve the provider's knowledge/awareness
-- Did the initiative change the provider's behavior in relation to the process of care
2. Patient Measures
-- Did the initiative result in better patient care and outcomes related to cardiovascular disease, obesity, diabetes and CKD
-- Did the initiative improve the health status of patients through specific measures such as healthcare quality, timeliness of healthcare services, and patient centeredness
3. Healthcare Services and Utilization
-- Did the initiative have an impact on patient safety and/or error reduction
-- Did the initiative have an impact on diagnostic accuracy, appropriate therapy, and minimization of hospitalization rates
The curriculum-based, multi-year initiative aims to provide a series of educational interventions in multiple formats to various healthcare providers ranging from primary care and cardiovascular physicians to other specialists such as endocrinologists/diabetologists and nephrologists, as well as nurses, nurse practitioners, pharmacists, physician assistants, and dietitians.
A performance improvement (PI) system will be used in the curriculum to allow providers to apply quality measurement to their practices, and use the resulting data to take action specific to their practice for improved patient care.
Bringing this educational initiative to fruition demands a collaborative approach by healthcare organizations. "Our hope is that this initiative will empower healthcare providers in the U.S. to deliver the highest-quality care to every patient, regardless of race, ethnicity, gender, culture, or language proficiency," said Dr. Dorman.
Gullapalli and Associates, LLC, a leading educational strategy firm, will facilitate the development and management of the initiative.
American College of Cardiology (ACC)
The American College of Cardiology is leading the way to optimal cardiovascular care and disease prevention. The ACC is a 34,000-member nonprofit medical society and bestows the credential Fellow of the American College of Cardiology upon physicians who meet its stringent qualifications. The College is a leader in the formulation of health policy, standards and guidelines, and is a staunch supporter of cardiovascular research. The ACC provides professional education and operates national registries for the measurement and improvement of quality care. For more information, visit www.acc.org.
Association of Black Cardiologists (ABC)
The Association of Black Cardiologists, Inc. (ABC) is the nation's foremost advocate for the prevention and reduction of disparities in cardiovascular care and outcomes. Since its establishment in 1974, the ABC's achievements have made it an important voice and the foremost advocate for the prevention and reduction of cardiovascular diseases in African Americans and other minorities. The ABC continues to promote its primary mission through education, research, health promotion and health policy advocacy. The ABC's diverse membership consists of over 1,100 physicians, scientists, nurses, students and community health advocates. For more information, please call the Association of Black Cardiologists, Inc. at 1-800-753-9222.
Joslin Diabetes Center
Joslin Diabetes Center is the world's preeminent diabetes clinic, diabetes research center and provider of diabetes education. Joslin is dedicated to ensuring people with diabetes live long, healthy lives and offers real hope and progress toward diabetes prevention and a cure for the disease. Founded in 1898 by Elliott P. Joslin, M.D., Joslin is an independent, nonprofit institution affiliated with Harvard Medical School. For more information about Joslin.
National Kidney Foundation/Kidney Learning System (NKF/KLS)
The National Kidney Foundation, Inc., a major voluntary health organization, seeks to prevent kidney and urinary tract diseases, improve the health and well-being of individuals and families affected by these diseases, and increase the availability of all organs for transplantation. NKF's KDOQI evidence-based practice guidelines are the leading resource in the treatment of chronic kidney disease (CKD). NKF's KLS develops and implements comprehensive educational resources for public health, patients and families and medical professionals across all disciplines through a wide variety of learning formats, CME/CE programs, tools and resources.
The Johns Hopkins School of Medicine
In July 2008, U.S. News & World Report ranked The Johns Hopkins Hospital #1 among American hospitals for the 18th consecutive year. Johns Hopkins remains the nation's leading medical school recipient of research funds from the National Institutes of Health. In 2006, the Johns Hopkins Office of CME received "Accreditation with Commendation", the highest ranking issued by the Accreditation Council for Continuing Medical Education.
The Institute for Johns Hopkins Nursing
The Institute for Johns Hopkins Nursing designs and delivers leading-edge continuing education for nurses. The Institute accesses the expertise of faculty and nurses from both the Johns Hopkins University School of Nursing and Johns Hopkins Hospital, including over 2500 highly skilled clinicians in 10 clinical and countless subspecialty areas who are also world- renowned researchers and educators.
Gullapalli and Associates, LLC
Gullapalli & Associates (G&A) is an educational firm specializing in the facilitation of collaborative educational strategies with a variety of CME stakeholders, ensuring consistent educational strategy, goals and objectives.
The collaboration between The American College of Cardiology, the Association of Black Cardiologists, the National Kidney Foundation, Joslin Diabetes Center, The Johns Hopkins University School of Medicine, and The Institute for Johns Hopkins Nursing will focus on cardiovascular disease, diabetes, obesity and chronic kidney disease (CKD) - conditions with consistently higher rates of morbidity and mortality among ethnic patients. The initiative will additionally examine multiple aspects of patient care including effectiveness of healthcare quality, patient safety, timeliness of and access to healthcare services and patient centeredness.
"The spectrum of clinical implications between hypertension, obesity, diabetes and chronic kidney disease has long been recognized by clinicians, but in recent years they have become a clear focus of considerable preventive and therapeutic attention," according to Keith C. Ferdinand, M.D., FACC, Clinical Professor, Emory University and Chief Science Officer, Association of Black Cardiologists. "With this important clinical challenge facing us, however, ethnic disparities limit our ability to provide optimal care."
"Despite extensive documentation of inequities in healthcare quality, little has been done to improve the delivery of services to ethnic populations," states Jack Lewin, M.D., CEO, American College of Cardiology. "The resources and technology necessary to address disparities in health care exist today. If we can harness these tools and provide training in using them to physicians and their care teams, we will go a long way toward providing evidence-based quality care to all patients regardless of ethnicity."
For example, statistics show that:
-- Healthcare providers are 40 percent less likely to order sophisticated cardiac tests for African Americans with chest pain than for Caucasians with identical symptoms.
-- African Americans, Native Americans, Hispanics and American Asians are, respectively, 4.5, 3.6, 2 and 1.6 times more likely to develop chronic kidney disease than are Caucasians, and ethnic patients have a rate of end-stage renal disease that is 2 to 4 times higher than Caucasians.
-- Among patients diagnosed with diabetes, African-American patients are less likely (43.6 percent) than white patients (50.4 percent) to receive an eye exam, an established standard for diabetes care.
"As stakeholders in providing quality care to patients, we need to act aggressively to ensure that we address healthcare disparities among our patient populations," states Enrique Caballero, M.D., Director of the Latino Diabetes Initiative, Joslin Diabetes Center. "Effective education and training for clinicians is the first step toward change."
"This is an exciting opportunity to combine the expertise of our nation's leading medical societies, associations and academic medical centers to provide the highest degree of educational value to an underserved and under recognized area of healthcare," says Joseph Vassalotti, M.D., Chief Medical Officer, National Kidney Foundation.
Evidence shows that as patient populations grow and become more diverse, lack of cultural competence among providers will lead to an increasing gap in racial and ethnic disparities within the healthcare system. "This initiative will utilize several measures to assess the impact it will have on minimizing healthcare disparities," said Todd Dorman, M.D., FCCM, Associate Dean and Director, Johns Hopkins CME. He outlined them in the following manner;
1. Provider Measures
-- Did the initiative improve the provider's knowledge/awareness
-- Did the initiative change the provider's behavior in relation to the process of care
2. Patient Measures
-- Did the initiative result in better patient care and outcomes related to cardiovascular disease, obesity, diabetes and CKD
-- Did the initiative improve the health status of patients through specific measures such as healthcare quality, timeliness of healthcare services, and patient centeredness
3. Healthcare Services and Utilization
-- Did the initiative have an impact on patient safety and/or error reduction
-- Did the initiative have an impact on diagnostic accuracy, appropriate therapy, and minimization of hospitalization rates
The curriculum-based, multi-year initiative aims to provide a series of educational interventions in multiple formats to various healthcare providers ranging from primary care and cardiovascular physicians to other specialists such as endocrinologists/diabetologists and nephrologists, as well as nurses, nurse practitioners, pharmacists, physician assistants, and dietitians.
A performance improvement (PI) system will be used in the curriculum to allow providers to apply quality measurement to their practices, and use the resulting data to take action specific to their practice for improved patient care.
Bringing this educational initiative to fruition demands a collaborative approach by healthcare organizations. "Our hope is that this initiative will empower healthcare providers in the U.S. to deliver the highest-quality care to every patient, regardless of race, ethnicity, gender, culture, or language proficiency," said Dr. Dorman.
Gullapalli and Associates, LLC, a leading educational strategy firm, will facilitate the development and management of the initiative.
American College of Cardiology (ACC)
The American College of Cardiology is leading the way to optimal cardiovascular care and disease prevention. The ACC is a 34,000-member nonprofit medical society and bestows the credential Fellow of the American College of Cardiology upon physicians who meet its stringent qualifications. The College is a leader in the formulation of health policy, standards and guidelines, and is a staunch supporter of cardiovascular research. The ACC provides professional education and operates national registries for the measurement and improvement of quality care. For more information, visit www.acc.org.
Association of Black Cardiologists (ABC)
The Association of Black Cardiologists, Inc. (ABC) is the nation's foremost advocate for the prevention and reduction of disparities in cardiovascular care and outcomes. Since its establishment in 1974, the ABC's achievements have made it an important voice and the foremost advocate for the prevention and reduction of cardiovascular diseases in African Americans and other minorities. The ABC continues to promote its primary mission through education, research, health promotion and health policy advocacy. The ABC's diverse membership consists of over 1,100 physicians, scientists, nurses, students and community health advocates. For more information, please call the Association of Black Cardiologists, Inc. at 1-800-753-9222.
Joslin Diabetes Center
Joslin Diabetes Center is the world's preeminent diabetes clinic, diabetes research center and provider of diabetes education. Joslin is dedicated to ensuring people with diabetes live long, healthy lives and offers real hope and progress toward diabetes prevention and a cure for the disease. Founded in 1898 by Elliott P. Joslin, M.D., Joslin is an independent, nonprofit institution affiliated with Harvard Medical School. For more information about Joslin.
National Kidney Foundation/Kidney Learning System (NKF/KLS)
The National Kidney Foundation, Inc., a major voluntary health organization, seeks to prevent kidney and urinary tract diseases, improve the health and well-being of individuals and families affected by these diseases, and increase the availability of all organs for transplantation. NKF's KDOQI evidence-based practice guidelines are the leading resource in the treatment of chronic kidney disease (CKD). NKF's KLS develops and implements comprehensive educational resources for public health, patients and families and medical professionals across all disciplines through a wide variety of learning formats, CME/CE programs, tools and resources.
The Johns Hopkins School of Medicine
In July 2008, U.S. News & World Report ranked The Johns Hopkins Hospital #1 among American hospitals for the 18th consecutive year. Johns Hopkins remains the nation's leading medical school recipient of research funds from the National Institutes of Health. In 2006, the Johns Hopkins Office of CME received "Accreditation with Commendation", the highest ranking issued by the Accreditation Council for Continuing Medical Education.
The Institute for Johns Hopkins Nursing
The Institute for Johns Hopkins Nursing designs and delivers leading-edge continuing education for nurses. The Institute accesses the expertise of faculty and nurses from both the Johns Hopkins University School of Nursing and Johns Hopkins Hospital, including over 2500 highly skilled clinicians in 10 clinical and countless subspecialty areas who are also world- renowned researchers and educators.
Gullapalli and Associates, LLC
Gullapalli & Associates (G&A) is an educational firm specializing in the facilitation of collaborative educational strategies with a variety of CME stakeholders, ensuring consistent educational strategy, goals and objectives.
CLX Medical, Inc. Announces Results of Meetings at AACC Annual Meeting and Clinical Lab Expo
which is focused on the launch and distribution of unique medical diagnostic testing products, today updated shareholders on its successful attendance at the American Association for Clinical Chemistry (AACC) Annual Meeting and Clinical Lab Expo held last week at in Washington, DC.
Among the more significant accomplishments achieved by CLX Medical management at the event was reaching agreement with a major European distributor to serve as the sole importer of CLX's subsidiary products into the European market. In the meetings with the targeted master distributor, a marketing strategy for European sales was established, and CLX expects to announce a Letter of Intent with the distributor in the next several days. The name of the company will also be announced at that time.
CLX Medical also met with the current owner and the manufacturer of an additional medical diagnostic testing product, which CLX expects to acquire in the near term. The two companies have reached agreement on acquisition terms and on a timeline for definitive agreement and the close of the acquisition. CLX expects to identify the product, the market opportunity presented by this acquisition and details of its launch plan within the next two weeks.
The AACC event was held from July 27-31 at the Walter E. Washington Convention Center in Washington, DC. AACC's Clinical Lab Expo, the largest gathering of laboratory industry companies in the world, was anticipated to include 1,800 booths and 650 exhibitors. The Expo allows visitors to see and speak to world-leading companies about the latest developments in laboratory medicine. More information on the event can be found at http://www.aacc.org/EVENTS/ANN_MEET/Pages/default.aspx.
"Everything we had hoped to accomplish at the AACC Annual Meeting and Clinical Lab Expo was achieved, and we look forward to providing the details of our agreement with our master distributor for Europe in the next several days and of our anticipated acquisition target shortly thereafter," commented Vera Leonard, chief executive officer of CLX Medical. "Our attendance at the event was more than worth the time we spent there, and we hope that CLX shareholders will follow our new releases closely as we follow-up with the details of each of these agreements."
To sign up to receive information by email directly from CLX Medical, Inc. when new press releases, investor newsletters, SEC filings, or other information is disclosed, please visit http://www.clxinvestments.com/email.php.
About CLX Medical, Inc.
CLX Medical, Inc. ( www.clxinvestments.com) holds a 51% equity interest in Zonda, Inc., which has developed rapid point of care tests for medical and non-medical markets, and CLX recently announced a letter of intent to acquire another rapid diagnostic device for the medical market. CLX has also invested, and holds a common stock position, in ActionView International, Inc. ( www.actionviewinternational.com), a publicly traded global manufacturer and marketer of "smart" scrolling advertising billboards.
All statements included in this release, including statements regarding potential future plans and objectives of CLX Medical, Inc. are forward-looking statements. Such statements are necessarily subject to risks and uncertainties, some of which are significant in scope and nature beyond CLX Medical's control. There can be no assurance that such statements will prove accurate. Actual results and future events could differ materially from those anticipated in such statements depending on many factors. Historical results are not necessarily indicative of future performance.
Among the more significant accomplishments achieved by CLX Medical management at the event was reaching agreement with a major European distributor to serve as the sole importer of CLX's subsidiary products into the European market. In the meetings with the targeted master distributor, a marketing strategy for European sales was established, and CLX expects to announce a Letter of Intent with the distributor in the next several days. The name of the company will also be announced at that time.
CLX Medical also met with the current owner and the manufacturer of an additional medical diagnostic testing product, which CLX expects to acquire in the near term. The two companies have reached agreement on acquisition terms and on a timeline for definitive agreement and the close of the acquisition. CLX expects to identify the product, the market opportunity presented by this acquisition and details of its launch plan within the next two weeks.
The AACC event was held from July 27-31 at the Walter E. Washington Convention Center in Washington, DC. AACC's Clinical Lab Expo, the largest gathering of laboratory industry companies in the world, was anticipated to include 1,800 booths and 650 exhibitors. The Expo allows visitors to see and speak to world-leading companies about the latest developments in laboratory medicine. More information on the event can be found at http://www.aacc.org/EVENTS/ANN_MEET/Pages/default.aspx.
"Everything we had hoped to accomplish at the AACC Annual Meeting and Clinical Lab Expo was achieved, and we look forward to providing the details of our agreement with our master distributor for Europe in the next several days and of our anticipated acquisition target shortly thereafter," commented Vera Leonard, chief executive officer of CLX Medical. "Our attendance at the event was more than worth the time we spent there, and we hope that CLX shareholders will follow our new releases closely as we follow-up with the details of each of these agreements."
To sign up to receive information by email directly from CLX Medical, Inc. when new press releases, investor newsletters, SEC filings, or other information is disclosed, please visit http://www.clxinvestments.com/email.php.
About CLX Medical, Inc.
CLX Medical, Inc. ( www.clxinvestments.com) holds a 51% equity interest in Zonda, Inc., which has developed rapid point of care tests for medical and non-medical markets, and CLX recently announced a letter of intent to acquire another rapid diagnostic device for the medical market. CLX has also invested, and holds a common stock position, in ActionView International, Inc. ( www.actionviewinternational.com), a publicly traded global manufacturer and marketer of "smart" scrolling advertising billboards.
All statements included in this release, including statements regarding potential future plans and objectives of CLX Medical, Inc. are forward-looking statements. Such statements are necessarily subject to risks and uncertainties, some of which are significant in scope and nature beyond CLX Medical's control. There can be no assurance that such statements will prove accurate. Actual results and future events could differ materially from those anticipated in such statements depending on many factors. Historical results are not necessarily indicative of future performance.
Wednesday, August 6, 2008
Pancreatic cancer an orphan of American medical research
It's a dread disease. The fourth-highest cause of cancer deaths in the United States, it's usually portrayed as an unstoppable, incurable killer. It has struck some high-profile figures: Hollywood actor Patrick Swayze has been diagnosed with it. Opera star Luciano Pavarotti and former Ronald Reagan aide Michael Deaver died of it. So, too, on July 25, did Randy Pausch, the former Carnegie Mellon University computer science professor whose "last lecture" before a university audience became a YouTube sensation and a bestselling book.
In March, Pausch testified before a congressional subcommittee about his struggle with pancreatic cancer. Holding up a picture of his soon-to-be-widowed wife, he pleaded for an increase in the paltry level of federal funding for research into this lethal disease. His testimony was gripping, and his battle generated a raft of news articles and media reports. And yet somehow, pancreatic cancer remains a private catastrophe - and an orphan of American medical research.
My own diagnosis
I know firsthand how devastating a diagnosis of pancreatic cancer can be. In April 2007, I started experiencing stomach pain. I saw a gastroenterologist, who ordered a CT scan, after which he sent me to the emergency room of a Washington, D.C., hospital. There, on April 6, a surgeon told me that the scan had revealed that I had appendicitis - and a large mass on my pancreas. At those words, my world turnedupside down.
I didn't know much about pancreatic cancer, but I knew enough: If I had adenocarcinoma, far and away the most common kind of pancreatic cancer, I would probably be dead within six months, at the age of 38. The five-year survival rate is 5 percent. Just about everybody who has that form of the disease dies quickly.
My dread deepened when the first two surgical specialists I saw weren't terribly optimistic. The first one was tentative, refusing to make any solid predictions about my prognosis. The second, I felt, handed down a death sentence, saying that the mass was definitely a tumor and could very well be adenocarcinoma.
It wasn't until April 10 that I was fortunate enough to get an appointment with Dr. John Cameron of Johns Hopkins University, the most experienced pancreatic cancer surgeon in the world. He looked at my films and asked me whether I'd recently lost a lot of weight. I told him no. And he told me that I was "going to live a long life."
For the first time since my diagnosis, my family, my girlfriend and I were able to breathe. Today, I could be standing in Randy Pausch's or Patrick Swayze's shoes; instead, I got incredibly lucky. I had a rare form of pancreatic cancer, called an islet-cell tumor, that's usually curable when caught early. It's the same kind of tumor Apple Chief Executive Steve Jobs had in 2004. In a commencement address at Stanford University the next year, Jobs described the terror he'd felt when doctors told him that he had a mass on his pancreas and that he needed to start getting his "affairs in order." I understood only too well what he was talking about. Having sat in a hospital room and heard that I probably had pancreatic cancer, I know what it's like for thousands of Americans who each year are told, in essence, that they have six months to live and that there's little that modern medicine can do for them.
A biopsy later revealed that Jobs' tumor was an islet-cell. It was removed surgically, and his prognosis is positive, as is mine. My tumor, although the size of a large orange, was encapsulated, and Cameron was able to remove it all. But Jobs and I are among the fortunate few.
The National Cancer Institute spent nearly $600 million on breast cancer research in 2006, compared with a meager $74 million for pancreatic cancer research. In the past three years, it has provided only five grants to younger scientists who want to investigate this deadly form of cancer.
Few survivors
Pancreatic cancer is so lethal that it has no talented, dedicated group of survivor-advocates to organize marches, raise awareness, provide funding and shake society out of its complacency in the way that breast and prostate cancer survivors have succeeded in doing. The media, for the most part, spotlight the disease only when it strikes a celebrity. I hope to do my own small part to change all that. In September, I'll be going on a bike tour with a few friends through the Civil War battlefields of Maryland to raise money for pancreatic cancer research at Johns Hopkins.
But so much more needs to be done. Private donations will never be weapon enough to defeat this foe. The big guns will have to come from elsewhere. At a minimum, Washington lawmakers should take a first step in launching the war against pancreatic cancer and, as Randy Pausch asked, double the funding to fight this terrible disease.
In March, Pausch testified before a congressional subcommittee about his struggle with pancreatic cancer. Holding up a picture of his soon-to-be-widowed wife, he pleaded for an increase in the paltry level of federal funding for research into this lethal disease. His testimony was gripping, and his battle generated a raft of news articles and media reports. And yet somehow, pancreatic cancer remains a private catastrophe - and an orphan of American medical research.
My own diagnosis
I know firsthand how devastating a diagnosis of pancreatic cancer can be. In April 2007, I started experiencing stomach pain. I saw a gastroenterologist, who ordered a CT scan, after which he sent me to the emergency room of a Washington, D.C., hospital. There, on April 6, a surgeon told me that the scan had revealed that I had appendicitis - and a large mass on my pancreas. At those words, my world turnedupside down.
I didn't know much about pancreatic cancer, but I knew enough: If I had adenocarcinoma, far and away the most common kind of pancreatic cancer, I would probably be dead within six months, at the age of 38. The five-year survival rate is 5 percent. Just about everybody who has that form of the disease dies quickly.
My dread deepened when the first two surgical specialists I saw weren't terribly optimistic. The first one was tentative, refusing to make any solid predictions about my prognosis. The second, I felt, handed down a death sentence, saying that the mass was definitely a tumor and could very well be adenocarcinoma.
It wasn't until April 10 that I was fortunate enough to get an appointment with Dr. John Cameron of Johns Hopkins University, the most experienced pancreatic cancer surgeon in the world. He looked at my films and asked me whether I'd recently lost a lot of weight. I told him no. And he told me that I was "going to live a long life."
For the first time since my diagnosis, my family, my girlfriend and I were able to breathe. Today, I could be standing in Randy Pausch's or Patrick Swayze's shoes; instead, I got incredibly lucky. I had a rare form of pancreatic cancer, called an islet-cell tumor, that's usually curable when caught early. It's the same kind of tumor Apple Chief Executive Steve Jobs had in 2004. In a commencement address at Stanford University the next year, Jobs described the terror he'd felt when doctors told him that he had a mass on his pancreas and that he needed to start getting his "affairs in order." I understood only too well what he was talking about. Having sat in a hospital room and heard that I probably had pancreatic cancer, I know what it's like for thousands of Americans who each year are told, in essence, that they have six months to live and that there's little that modern medicine can do for them.
A biopsy later revealed that Jobs' tumor was an islet-cell. It was removed surgically, and his prognosis is positive, as is mine. My tumor, although the size of a large orange, was encapsulated, and Cameron was able to remove it all. But Jobs and I are among the fortunate few.
The National Cancer Institute spent nearly $600 million on breast cancer research in 2006, compared with a meager $74 million for pancreatic cancer research. In the past three years, it has provided only five grants to younger scientists who want to investigate this deadly form of cancer.
Few survivors
Pancreatic cancer is so lethal that it has no talented, dedicated group of survivor-advocates to organize marches, raise awareness, provide funding and shake society out of its complacency in the way that breast and prostate cancer survivors have succeeded in doing. The media, for the most part, spotlight the disease only when it strikes a celebrity. I hope to do my own small part to change all that. In September, I'll be going on a bike tour with a few friends through the Civil War battlefields of Maryland to raise money for pancreatic cancer research at Johns Hopkins.
But so much more needs to be done. Private donations will never be weapon enough to defeat this foe. The big guns will have to come from elsewhere. At a minimum, Washington lawmakers should take a first step in launching the war against pancreatic cancer and, as Randy Pausch asked, double the funding to fight this terrible disease.
Merit Medical to Present At the Noble Financial Equity Conference
SOUTH JORDAN, Utah, Aug 6, 2008 (PrimeNewswire via COMTEX) -- Merit Medical Systems, Inc. (MMSI:19.93, -0.09, -0.4%) , a leading manufacturer and marketer of proprietary disposable devices used primarily in cardiology and radiology procedures, today announced that it will participate in the Fourth Annual Noble Financial Equity Conference being held August 18-19, 2008 at the Loews Lake Las Vegas Resort in Nevada.
On Monday, August 18th, at 5:00 p.m. PDT, Merit's Chief Financial Officer Kent Stanger will give a 25-minute presentation regarding Merit's history, products, financial performance and prospects. The presentation will be webcast live on the conference website at www.noblemadmax.com. It is recommended that interested parties register at least 15 minutes prior to the start of the presentation to ensure timely access.
ABOUT MERIT
Founded in 1987, Merit Medical Systems, Inc. is engaged in the development, manufacture and distribution of proprietary disposable medical devices used in interventional and diagnostic procedures, particularly in cardiology and radiology. Merit serves client hospitals worldwide with a domestic and international sales force totaling approximately 90 individuals. Merit employs approximately 1,640 people worldwide, with facilities in Salt Lake City and South Jordan, Utah; Angleton, Texas; Richmond, Virginia; Maastricht and Venlo, The Netherlands; and Galway, Ireland.
On Monday, August 18th, at 5:00 p.m. PDT, Merit's Chief Financial Officer Kent Stanger will give a 25-minute presentation regarding Merit's history, products, financial performance and prospects. The presentation will be webcast live on the conference website at www.noblemadmax.com. It is recommended that interested parties register at least 15 minutes prior to the start of the presentation to ensure timely access.
ABOUT MERIT
Founded in 1987, Merit Medical Systems, Inc. is engaged in the development, manufacture and distribution of proprietary disposable medical devices used in interventional and diagnostic procedures, particularly in cardiology and radiology. Merit serves client hospitals worldwide with a domestic and international sales force totaling approximately 90 individuals. Merit employs approximately 1,640 people worldwide, with facilities in Salt Lake City and South Jordan, Utah; Angleton, Texas; Richmond, Virginia; Maastricht and Venlo, The Netherlands; and Galway, Ireland.
Medical marijuana dispensary owner convicted
LOS ANGELES—The owner of a Morro Bay medical marijuana dispensary has been convicted on federal drug distribution counts.
Charles Lynch was found guilty on Tuesday of distributing more than 100 kilos of marijuana, some of it to minors. The 46-year-old man's Los Angeles trial dramatized the conflict in state and federal marijuana laws.
Lynch, owner of Central Coast Compassionate Caregivers, faces five to 85 years in federal prison.
Cultivating, using and selling medical pot to authorized patients is allowed under California law. But federal law outlaws marijuana cultivation, use and sales.
Charles Lynch was found guilty on Tuesday of distributing more than 100 kilos of marijuana, some of it to minors. The 46-year-old man's Los Angeles trial dramatized the conflict in state and federal marijuana laws.
Lynch, owner of Central Coast Compassionate Caregivers, faces five to 85 years in federal prison.
Cultivating, using and selling medical pot to authorized patients is allowed under California law. But federal law outlaws marijuana cultivation, use and sales.
Wednesday, July 16, 2008
Bad prescription for health care
When it comes to financing the state’s health care reform law, the Patrick administration suddenly wants to change the rules of the game at halftime. Naturally employers are on the losing team.
Anticipating a shortfall in paying for health care reform, the administration has settled on a solution that presents a serious threat to the coalition that enabled the initiative to become law in the first place.
No, Deval Patrick wasn’t governor when the law finally passed - but somebody should have shown him the news clips. Reform was nearly strangled in the cradle when the House proposed a payroll tax on companies with more than 10 employees - what amounted to a backdoor employer mandate.
Instead, after months of negotiations, all parties agreed that businesses would pay a $295 penalty per worker only if they did not make a “fair and reasonable” contribution to their employees’ health insurance.
After another tough fight it was determined that “fair and reasonable” meant at least 25 percent of the work force is enrolled in the company’s plan - or at least a third of an employee’s premium is covered by the employer. Revenue from the penalties would subsidize care for those who remained without insurance.
But now the administration wants to require businesses to meet both standards - within 90 days of hire! - to avoid the per-worker penalty. Patrick estimates it would mean $33 million in new revenue this year.
Also contained in Patrick’s big Sunday surprise (he announced the proposal during his weekend budget-signing ceremony) is a plan to tax the reserves held by health care providers and insurers to the tune of $61 million. Again, someone might have thought to give the governor a packet of old news clips. Harvard Pilgrim Health Care, for example, was fighting for its life and ordered into receivership barely eight years ago and now, after a miraculous comeback, he wants to raid its reserves?
We chuckle remembering that those who fought for the per-worker “assessment” suggested it would actually go down over time, as fewer people drew from the free care pool. What were they thinking!
Yes, those footsteps you hear at the State House represent a retreat from the original deal - and a serious threat to its long-term success.
Anticipating a shortfall in paying for health care reform, the administration has settled on a solution that presents a serious threat to the coalition that enabled the initiative to become law in the first place.
No, Deval Patrick wasn’t governor when the law finally passed - but somebody should have shown him the news clips. Reform was nearly strangled in the cradle when the House proposed a payroll tax on companies with more than 10 employees - what amounted to a backdoor employer mandate.
Instead, after months of negotiations, all parties agreed that businesses would pay a $295 penalty per worker only if they did not make a “fair and reasonable” contribution to their employees’ health insurance.
After another tough fight it was determined that “fair and reasonable” meant at least 25 percent of the work force is enrolled in the company’s plan - or at least a third of an employee’s premium is covered by the employer. Revenue from the penalties would subsidize care for those who remained without insurance.
But now the administration wants to require businesses to meet both standards - within 90 days of hire! - to avoid the per-worker penalty. Patrick estimates it would mean $33 million in new revenue this year.
Also contained in Patrick’s big Sunday surprise (he announced the proposal during his weekend budget-signing ceremony) is a plan to tax the reserves held by health care providers and insurers to the tune of $61 million. Again, someone might have thought to give the governor a packet of old news clips. Harvard Pilgrim Health Care, for example, was fighting for its life and ordered into receivership barely eight years ago and now, after a miraculous comeback, he wants to raid its reserves?
We chuckle remembering that those who fought for the per-worker “assessment” suggested it would actually go down over time, as fewer people drew from the free care pool. What were they thinking!
Yes, those footsteps you hear at the State House represent a retreat from the original deal - and a serious threat to its long-term success.
Medicare Override a Victory for America's Health Care
"Tonight's votes for the Medicare bill are a victory, not just for older Americans, but for the future of American health care. This legislation makes immediate improvements to Medicare, helping people afford their health care and better ensuring access to their doctors.
"This law also lays the groundwork, in statute and in spirit, for broader health care reform. By instituting a system of electronic prescribing, this bill will reduce errors and improve efficiency while setting the stage for greater use of health information technology.
"Looking ahead, today's demonstration of bipartisanship offers promise for our work in the coming years to broadly reform our health care system. By breaking down partisan divisions and gathering overwhelming support from Republicans and Democrats, this law proved that lawmakers can still set aside their differences and work toward meaningful policy.
"We thank Congress for listening to their constituents - including more than one million messages from AARP volunteers and activists - and keeping Medicare fair. We are optimistic that both parties can work together next year to make broad health care reform a reality."
AARP is a nonprofit, nonpartisan membership organization that helps people 50+ have independence, choice and control in ways that are beneficial and affordable to them and society as a whole. AARP does not endorse candidates for public office or make contributions to either political campaigns or candidates. We produce AARP The Magazine, the definitive voice for 50+ Americans and the world's largest-circulation magazine with over 33 million readers; AARP Bulletin, the go-to news source for AARP's 39 million members and Americans 50+; AARP Segunda Juventud, the only bilingual U.S. publication dedicated exclusively to the 50+ Hispanic community; and our website, AARP.org. AARP Foundation is an affiliated charity that provides security, protection, and empowerment to older persons in need with support from thousands of volunteers, donors, and sponsors. We have staffed offices in all 50 states, the District of Columbia, Puerto Rico, and the U.S. Virgin Islands.
"This law also lays the groundwork, in statute and in spirit, for broader health care reform. By instituting a system of electronic prescribing, this bill will reduce errors and improve efficiency while setting the stage for greater use of health information technology.
"Looking ahead, today's demonstration of bipartisanship offers promise for our work in the coming years to broadly reform our health care system. By breaking down partisan divisions and gathering overwhelming support from Republicans and Democrats, this law proved that lawmakers can still set aside their differences and work toward meaningful policy.
"We thank Congress for listening to their constituents - including more than one million messages from AARP volunteers and activists - and keeping Medicare fair. We are optimistic that both parties can work together next year to make broad health care reform a reality."
AARP is a nonprofit, nonpartisan membership organization that helps people 50+ have independence, choice and control in ways that are beneficial and affordable to them and society as a whole. AARP does not endorse candidates for public office or make contributions to either political campaigns or candidates. We produce AARP The Magazine, the definitive voice for 50+ Americans and the world's largest-circulation magazine with over 33 million readers; AARP Bulletin, the go-to news source for AARP's 39 million members and Americans 50+; AARP Segunda Juventud, the only bilingual U.S. publication dedicated exclusively to the 50+ Hispanic community; and our website, AARP.org. AARP Foundation is an affiliated charity that provides security, protection, and empowerment to older persons in need with support from thousands of volunteers, donors, and sponsors. We have staffed offices in all 50 states, the District of Columbia, Puerto Rico, and the U.S. Virgin Islands.
Better Health Care: Try a Little Empathy
In typical conversations about the U.S. health-care system, it is rare to hear "cost control" and "patient satisfaction" in the same sentence. Conventional wisdom suggests that health-care organizations often achieve cost savings at the expense of patient experience, and that "high touch" service occurs primarily in fancy facilities or in the doctors' offices that do not accept insurance. Let's face it: Many of the well-known examples of health-care cost cuts—like longer wait times, shorter interactions with clinicians, and increasingly automated customer service—leave patients feeling as if their personal interests are in direct opposition to the cost-conscious interests of the health-care organizations that serve them.
Fortunately for all us, there are health-care organizations defying the conventional wisdom. They've found ways to leverage the basic and irreplaceable power of the personal touch to improve both patient satisfaction and the bottom line. These organizations are innovating at the intersection of patient needs and organizational efficiency.
A lot of this work is counterintuitive and requires a willingness to experiment. Ask most doctors or hospital administrators if they believe increasing the frequency of contacts between patients and clinicians can save time and money, and they'll wonder what medication you're on.
More Visits, Fewer Interruptions
But at Montefiore Medical Center in New York, the staff found that frequent interruptions, usually in the form of pages to doctors' beepers, made rounds longer and made it more difficult to focus on patient care—for doctors and nurses alike. The hospital realized staff could be significantly more efficient if they increased the number of patient visits in order to reduce unexpected disruptions. Now a doctor or nurse checks in on every patient's needs every hour, and instead of a traditional numerical page, doctors now receive simple text messages.
As a result, patients felt better cared for and the doctors and nurses also saw real benefits. The program created financial value for the hospital as well. Average length of stay decreased, as did the incidence of falls and pressure ulcers, all of which saved costs while actually enhancing the patient's service experience.
How far should health-care providers go to improve customer service and efficiency? What about giving patients a bath when they are admitted to a hospital? In all hospitals, infections—especially from antibiotic-resistant bacteria such as MRSA—present significant health risks for patients and drive up costs.
Cleaner Patients, Lower Costs
HealthSouth's Tustin Rehabilitation Hospital in California changed its admission procedure to require that each patient be given a bath and treated with an anti-infective product upon admission. The original motivation was patient safety and infection prevention. But the hospital recognized that the procedure could feel intrusive or dehumanizing if executed poorly. Coaching for staff proved critical to success. Leaders presented the process to employees as an opportunity to connect with each patient and provide a caring, empathetic service.
The program has helped increase patient satisfaction, in great part due to the staff's thoughtful approach. The program's clinical results have been impressive. Rates of infection have decreased dramatically and consistently, which has led to a significant reduction in the costs associated with patient treatment and isolation.
It's not just about doctors and nurses. Changing the attitudes and behaviors of frontline health-care workers plays a key role for patient care and efficiency at every stage of the health-care experience—including patients' transportation by wheelchair or gurney within a hospital, a process in which individual patient needs sometimes get lost in the shuffle. Instead of looking at the transport of patients as a series of impersonal handoffs, the Ticket to Ride program at the Presbyterian Hospital of the University of Pittsburgh Medical Center (UPMC) makes a critical shift to highly personal "hand-overs" that position nonclinical transporter employees as important participants in patient safety and continuity of care.
Empathy Leads to Solutions
As they are transferred around the hospital, UPMC Presbyterian patients carry a piece of paper that contains information about their itinerary and any special instructions for care. When handing over these instructions, the transporters make a point of engaging with the technician or clinician who is receiving the patient to ensure all instructions are conveyed in a personal way.
This simple innovation has supported patient safety and reduced costly errors and inefficiency. It also has increased patients' confidence about their care and empowered and energized the transporters, who previously had not recognized or taken pride in their role as caregivers. As the program rolls out rapidly across UPMC's 13 acute-care hospitals, it serves as a powerful illustration of innovation that simultaneously creates value for the organization, for patients, and for employees.
These stories of health-care innovation share a common theme: leaders who look to their patients' and their employees' interests as a springboard for solutions. Their people harness the power of empathy to deliver superior results across multiple dimensions. At a time when most conversations about U.S. health care focus on challenges and frustrations, these leaders demonstrate that important health-care results often start with basic person-to-person empathy.
Fortunately for all us, there are health-care organizations defying the conventional wisdom. They've found ways to leverage the basic and irreplaceable power of the personal touch to improve both patient satisfaction and the bottom line. These organizations are innovating at the intersection of patient needs and organizational efficiency.
A lot of this work is counterintuitive and requires a willingness to experiment. Ask most doctors or hospital administrators if they believe increasing the frequency of contacts between patients and clinicians can save time and money, and they'll wonder what medication you're on.
More Visits, Fewer Interruptions
But at Montefiore Medical Center in New York, the staff found that frequent interruptions, usually in the form of pages to doctors' beepers, made rounds longer and made it more difficult to focus on patient care—for doctors and nurses alike. The hospital realized staff could be significantly more efficient if they increased the number of patient visits in order to reduce unexpected disruptions. Now a doctor or nurse checks in on every patient's needs every hour, and instead of a traditional numerical page, doctors now receive simple text messages.
As a result, patients felt better cared for and the doctors and nurses also saw real benefits. The program created financial value for the hospital as well. Average length of stay decreased, as did the incidence of falls and pressure ulcers, all of which saved costs while actually enhancing the patient's service experience.
How far should health-care providers go to improve customer service and efficiency? What about giving patients a bath when they are admitted to a hospital? In all hospitals, infections—especially from antibiotic-resistant bacteria such as MRSA—present significant health risks for patients and drive up costs.
Cleaner Patients, Lower Costs
HealthSouth's Tustin Rehabilitation Hospital in California changed its admission procedure to require that each patient be given a bath and treated with an anti-infective product upon admission. The original motivation was patient safety and infection prevention. But the hospital recognized that the procedure could feel intrusive or dehumanizing if executed poorly. Coaching for staff proved critical to success. Leaders presented the process to employees as an opportunity to connect with each patient and provide a caring, empathetic service.
The program has helped increase patient satisfaction, in great part due to the staff's thoughtful approach. The program's clinical results have been impressive. Rates of infection have decreased dramatically and consistently, which has led to a significant reduction in the costs associated with patient treatment and isolation.
It's not just about doctors and nurses. Changing the attitudes and behaviors of frontline health-care workers plays a key role for patient care and efficiency at every stage of the health-care experience—including patients' transportation by wheelchair or gurney within a hospital, a process in which individual patient needs sometimes get lost in the shuffle. Instead of looking at the transport of patients as a series of impersonal handoffs, the Ticket to Ride program at the Presbyterian Hospital of the University of Pittsburgh Medical Center (UPMC) makes a critical shift to highly personal "hand-overs" that position nonclinical transporter employees as important participants in patient safety and continuity of care.
Empathy Leads to Solutions
As they are transferred around the hospital, UPMC Presbyterian patients carry a piece of paper that contains information about their itinerary and any special instructions for care. When handing over these instructions, the transporters make a point of engaging with the technician or clinician who is receiving the patient to ensure all instructions are conveyed in a personal way.
This simple innovation has supported patient safety and reduced costly errors and inefficiency. It also has increased patients' confidence about their care and empowered and energized the transporters, who previously had not recognized or taken pride in their role as caregivers. As the program rolls out rapidly across UPMC's 13 acute-care hospitals, it serves as a powerful illustration of innovation that simultaneously creates value for the organization, for patients, and for employees.
These stories of health-care innovation share a common theme: leaders who look to their patients' and their employees' interests as a springboard for solutions. Their people harness the power of empathy to deliver superior results across multiple dimensions. At a time when most conversations about U.S. health care focus on challenges and frustrations, these leaders demonstrate that important health-care results often start with basic person-to-person empathy.
Monday, July 14, 2008
Dislocation
A dislocation is displacement of one or more bones at a joint. The joints most frequently dislocated are those of the shoulders, elbow, thumb, fingers and lower jaw, the last named resulting sometimes from yawning or a blow on the chin.
Signs and Symptoms
1. Pain of a severe and nauseating character at or near the affected joint.
2. The casualty cannot move the joint normally (Fixity of the joint).
3. Deformity. The limb assumes an unnatural position and appears misshapen at the joint.
4. Swelling of the joint may occur.
5. It is usually difficult for a First Aider to distinguish between a dislocation and a fracture. Both mav occur at the same time. In certain people, particularly epileptics, recurrent dislocations are common. These are practically painless and frequently unrecognized. Careful enquiry into previous history will help in reaching a diagnosis in doubtful cases.
First Aid Treatment
1. Do not attempt to reduce a dislocation. Obtain medical aid at once.
2. If dislocation is in a limb:
a.If accident occurs out of doors, steady and support the limb and secure it in the most comfortable position using padding in order to lessen the effects of jolting during transport to a hospital.
b.If accident occurs indoors, place the casualty on a couch or a bed in the most comfortable position. Support the limb with pillows, cushions etc.
3. If dislocation occurs in the lower jaw:
a.Remove any dentures.
b.Support the lower jaw by a bandage tied over the top of head.
4. It is absolutely necessary that the patient should be immobilised properly.
Signs and Symptoms
1. Pain of a severe and nauseating character at or near the affected joint.
2. The casualty cannot move the joint normally (Fixity of the joint).
3. Deformity. The limb assumes an unnatural position and appears misshapen at the joint.
4. Swelling of the joint may occur.
5. It is usually difficult for a First Aider to distinguish between a dislocation and a fracture. Both mav occur at the same time. In certain people, particularly epileptics, recurrent dislocations are common. These are practically painless and frequently unrecognized. Careful enquiry into previous history will help in reaching a diagnosis in doubtful cases.
First Aid Treatment
1. Do not attempt to reduce a dislocation. Obtain medical aid at once.
2. If dislocation is in a limb:
a.If accident occurs out of doors, steady and support the limb and secure it in the most comfortable position using padding in order to lessen the effects of jolting during transport to a hospital.
b.If accident occurs indoors, place the casualty on a couch or a bed in the most comfortable position. Support the limb with pillows, cushions etc.
3. If dislocation occurs in the lower jaw:
a.Remove any dentures.
b.Support the lower jaw by a bandage tied over the top of head.
4. It is absolutely necessary that the patient should be immobilised properly.
Avoid Cancer ..
Fight Cancer with America's Favorite Summertime Drink. The American Institute for Cancer Research (AICR) conducted a research study that turned up some surprising results. Tea contains antioxidants which neutralize "free radicals" that are thought to cause cancer. Next time you order refreshing iced tea, enjoy and know you may be fighting cancer.
Avoiding and Treating Blisters:
Cause and Effect
Blisters form when the skin rubs against another surface, causing friction. First, a tear occurs within the upper layers of the skin, forming a space between the layers while leaving the surface intact. Then fluid seeps into the space.
Soles and palms are most commonly affected for several reasons. The hands and feet often rub against shoes, skates, rackets, or other equipment. Blister formation usually requires thick and rather immobile epidermis, as is found in these areas. In addition, blisters form more easily on moist skin than on dry or soaked skin, and warm conditions assist blister formation.
Blister Care If you get a blister, you’ll want to relieve your pain, keep the blister from enlarging, and stave off infection. Specific steps depend on the size of the blister and whether or not it is intact. You can treat the vast majority of blisters yourself and need to call a doctor only if blisters become infected, recur frequently, form in unusual locations, or are very severe. Signs of infection include pus draining from the blister, very red or warm skin around the blister, and red streaks leading away from the blister.
Small, intact blisters that don’t cause discomfort usually need no treatment. Nature’s best protection against infection is a blister’s own skin, or roof. To protect the roof, this type of blister can be covered with a small adhesive bandage if practical.
Larger or painful blisters that are intact should be drained without removing the roof. First clean the blister with rubbing alcohol or antibiotic soap and water. Then heat a straight pin or safety pin over a flame until the pin glows red, and allow it to cool before puncturing a small hole at the edge of the blister.
Drain the fluid with gentle pressure, then apply an antibiotic ointment such as bacitracin with polymyxin B (double antibiotic ointment) or bacitracin alone. Avoid ointments that contain neomycin because they are more likely to cause an allergic reaction.
Finally, cover the blister with a bandage. Change the dressing daily--more frequently if it becomes wet, soiled, or loose.
Blisters with small tears are treated the same as those that you have punctured. Blisters with larger tears should be "unroofed" carefully with fine scissors, and the base should be cleansed thoroughly with soap and water or an antibacterial cleanser. Apply antibiotic ointment and bandages as described above.
Additional padding may be necessary for exercise or sports. Ring-shaped pads made of felt will protect small blisters. Larger blisters may require dressings. Some of the many available dressing materials are DuoDerm (ConvaTec, Princeton, New Jersey), Spenco 2nd Skin (Spenco Medical Corporation, Waco, Texas), Vigilon (CR Bard Inc, Murray Hill, New Jersey), and Opsite (Smith & Nephew United, Largo, Florida). Additional, doughnutshaped padding made of felt or lamb’s wool may be applied over the area surrounding the blister. Then the entire dressing can be applied to help keep the dressing in place on sweaty skin.
Blisters form when the skin rubs against another surface, causing friction. First, a tear occurs within the upper layers of the skin, forming a space between the layers while leaving the surface intact. Then fluid seeps into the space.
Soles and palms are most commonly affected for several reasons. The hands and feet often rub against shoes, skates, rackets, or other equipment. Blister formation usually requires thick and rather immobile epidermis, as is found in these areas. In addition, blisters form more easily on moist skin than on dry or soaked skin, and warm conditions assist blister formation.
Blister Care If you get a blister, you’ll want to relieve your pain, keep the blister from enlarging, and stave off infection. Specific steps depend on the size of the blister and whether or not it is intact. You can treat the vast majority of blisters yourself and need to call a doctor only if blisters become infected, recur frequently, form in unusual locations, or are very severe. Signs of infection include pus draining from the blister, very red or warm skin around the blister, and red streaks leading away from the blister.
Small, intact blisters that don’t cause discomfort usually need no treatment. Nature’s best protection against infection is a blister’s own skin, or roof. To protect the roof, this type of blister can be covered with a small adhesive bandage if practical.
Larger or painful blisters that are intact should be drained without removing the roof. First clean the blister with rubbing alcohol or antibiotic soap and water. Then heat a straight pin or safety pin over a flame until the pin glows red, and allow it to cool before puncturing a small hole at the edge of the blister.
Drain the fluid with gentle pressure, then apply an antibiotic ointment such as bacitracin with polymyxin B (double antibiotic ointment) or bacitracin alone. Avoid ointments that contain neomycin because they are more likely to cause an allergic reaction.
Finally, cover the blister with a bandage. Change the dressing daily--more frequently if it becomes wet, soiled, or loose.
Blisters with small tears are treated the same as those that you have punctured. Blisters with larger tears should be "unroofed" carefully with fine scissors, and the base should be cleansed thoroughly with soap and water or an antibacterial cleanser. Apply antibiotic ointment and bandages as described above.
Additional padding may be necessary for exercise or sports. Ring-shaped pads made of felt will protect small blisters. Larger blisters may require dressings. Some of the many available dressing materials are DuoDerm (ConvaTec, Princeton, New Jersey), Spenco 2nd Skin (Spenco Medical Corporation, Waco, Texas), Vigilon (CR Bard Inc, Murray Hill, New Jersey), and Opsite (Smith & Nephew United, Largo, Florida). Additional, doughnutshaped padding made of felt or lamb’s wool may be applied over the area surrounding the blister. Then the entire dressing can be applied to help keep the dressing in place on sweaty skin.
Cardamom - Health Benefits
Cardamom, commonly known as Elaichi is a spice variety native to India. However, countries like Nepal , Srilanka, Guatemala, Mexico also cultivate Cardamom to a greater extent. It is a perennial plant with a thick rootstock. It grows to a height of 6-12 feet. It is the dried unripened fruit of the plant. The pod contains tiny brown aromatic seeds which are slightly pungent to taste. The Indian cardamom is said to be of superior quality than the others. Cardamom is best stored in pod form, because once the seeds are exposed or ground, they quickly lose their flavor. It is often referred as the ‘Grains of Paradise’.
Cardamom is usually used to flavor a variety of dishes. The spice is also very popular in the Scandinavian countries. cardamom is broadly used to treat infections in teeth and gums, to prevent and treat throat troubles, congestion of the lungs and pulmonary tuberclosis, inflammation of eyelids and also digestive disorders. It is also reportedly used as an antidote for both snake and scorpion venom.
Cardamom is usually used to flavor a variety of dishes. The spice is also very popular in the Scandinavian countries. cardamom is broadly used to treat infections in teeth and gums, to prevent and treat throat troubles, congestion of the lungs and pulmonary tuberclosis, inflammation of eyelids and also digestive disorders. It is also reportedly used as an antidote for both snake and scorpion venom.
Exercise and Fitness
Simple fitness exercises can help to have a fitter and healthy life. Stretching exercises can help in many ways in mainting a fitter body. Weight loss can be achieved by following simple effortless regular exercises. Medical breakthroughs can happen by regular meditation and exercising. Yoga and other workouts which can be performed easily are available in this website to keep you fit and healthy.
Health and Fitness can make all that difference in one's life. Healthy living is all that one needs and to achieve that we picked up the best of the articles from reliable sources and have presented here in an organized manner. You might not be able to spend your valuable time on complicated medications and diet controls, but. you can find articles to help you have a better living using simple and easy technics.
Ayurveda, a science in vogue practiced since centuries, uses a wide variety of plants, animal origin substances, mineral and metallic substances to rebalance the diseased condition in the sick. A few tips on simple treatment of life style diseases have been carefully picked for the visitors of this website. These tips can help reduce or control diseases like diabetes, cholesterol, blood pressure, etc.
Health and Fitness can make all that difference in one's life. Healthy living is all that one needs and to achieve that we picked up the best of the articles from reliable sources and have presented here in an organized manner. You might not be able to spend your valuable time on complicated medications and diet controls, but. you can find articles to help you have a better living using simple and easy technics.
Ayurveda, a science in vogue practiced since centuries, uses a wide variety of plants, animal origin substances, mineral and metallic substances to rebalance the diseased condition in the sick. A few tips on simple treatment of life style diseases have been carefully picked for the visitors of this website. These tips can help reduce or control diseases like diabetes, cholesterol, blood pressure, etc.
Sudden Sensorineural Hearing Loss is a Medical Emergency
What is sudden sensorineural hearing loss (SSNHL)?
A typical patient loses his or her hearing in one ear over a period of one to several days, associated with a feeling of fullness in the ear, and often tinnitus, or ringing of the involved ear.
There may be dizziness or vertigo. Occasionally, the patient may report an upper respiratory infection (cold symptoms) prior to the onset of the hearing loss.
Why do patients with SSNHL often wait before seeing a specialist?
Unfortunately, many patients delay seeking care by a specialist. The symptoms of decreased hearing and fullness of the ear are often diagnosed as a middle ear infection (otitis media) and so the referral to an audiologist or otolaryngologist (ENT specialist) is made too late. Or insurance issues may prevent referral in a timely fashion to an ear specialist.
A delay in treating this condition (2 weeks or more after the symptoms first began) will decrease the chance that medications might help improve the hearing loss.
How is sudden sensorineural hearing loss diagnosed?
The diagnosis can only be made by specialized hearing testing in a sound-proof chamber by an audiologist. Pure-tone thresholds, speech discrimination scores, acoustic reflex testing, and distortion product otoacoustic emission testing, the parts of a complete audiometric evaluation, are performed to confirm the diagnosis of a sudden sensorineural hearing loss.
A comprehensive evaluation by an otolaryngologist (ENT) and an audiologist will ensure that the loss is nerve-related, and not due to fluid, infection, or a perforation, or hole in the ear drum.
An MRI scan of the brain, with gadolinium contrast, is also performed to exclude the presence of a cerebellopontine angle tumor, such as a vestibular schwannoma (acoustic neuroma).
How is sudden sensorineural hearing loss treated?
If you do have sudden sensorineural hearing loss, treatment with steroids within the first 2 weeks of the symptoms provides the best chance that some of the hearing may return. The gold standard therapy is steroids by mouth but several small studies have suggested that steroids injected into the ear may be beneficial.
A typical patient loses his or her hearing in one ear over a period of one to several days, associated with a feeling of fullness in the ear, and often tinnitus, or ringing of the involved ear.
There may be dizziness or vertigo. Occasionally, the patient may report an upper respiratory infection (cold symptoms) prior to the onset of the hearing loss.
Why do patients with SSNHL often wait before seeing a specialist?
Unfortunately, many patients delay seeking care by a specialist. The symptoms of decreased hearing and fullness of the ear are often diagnosed as a middle ear infection (otitis media) and so the referral to an audiologist or otolaryngologist (ENT specialist) is made too late. Or insurance issues may prevent referral in a timely fashion to an ear specialist.
A delay in treating this condition (2 weeks or more after the symptoms first began) will decrease the chance that medications might help improve the hearing loss.
How is sudden sensorineural hearing loss diagnosed?
The diagnosis can only be made by specialized hearing testing in a sound-proof chamber by an audiologist. Pure-tone thresholds, speech discrimination scores, acoustic reflex testing, and distortion product otoacoustic emission testing, the parts of a complete audiometric evaluation, are performed to confirm the diagnosis of a sudden sensorineural hearing loss.
A comprehensive evaluation by an otolaryngologist (ENT) and an audiologist will ensure that the loss is nerve-related, and not due to fluid, infection, or a perforation, or hole in the ear drum.
An MRI scan of the brain, with gadolinium contrast, is also performed to exclude the presence of a cerebellopontine angle tumor, such as a vestibular schwannoma (acoustic neuroma).
How is sudden sensorineural hearing loss treated?
If you do have sudden sensorineural hearing loss, treatment with steroids within the first 2 weeks of the symptoms provides the best chance that some of the hearing may return. The gold standard therapy is steroids by mouth but several small studies have suggested that steroids injected into the ear may be beneficial.
UC plans for 2 new medical schools
The University of California, which hasn't opened a medical school in more than 40 years, is preparing to open two new medical schools to help train more physicians for underserved rural and minority communities.
While the schools at UC Merced and UC Riverside won't be open for four or five years, they are intended to help fill a growing shortage of physicians in the state, officials say.
In addition to planning the new schools, UC is working to add slots at its existing medical schools in San Francisco, Los Angeles, San Diego, Davis and Irvine, which now enroll about 2,540 students.
"It is a little unusual for a university system to open two medical schools at once," said Edward Salsberg, director of the Center for Workforce Studies of the Association of American Medical Colleges. "But UC's decision-making has been good, looking at what areas of the state have needs."
California, with a rapidly growing and aging population, has less than half the national average of students enrolled in such programs, according to the Association of American Medical Colleges. Meanwhile, California sends more students out of state for medical school than any other state.
The state is expected to have a shortfall of 17,000 physicians by 2015, and the San Joaquin Valley and Inland Empire, among the fastest-growing parts of the state, have dire shortages of primary physicians and specialists.
Responding to a national need, nine new medical schools have recently been approved or are in the accreditation-review process across the country, while five more, including UC Merced and UC Riverside, are in development or under discussion, Salsberg said.
By 2011, enrollment of first-year medical students across the country is expected to be up 21 percent from the 2002 level, he said.
Maria Pallavicini, dean of natural sciences at UC Merced, said building and sustaining teaching hospitals is "unrealistic" during lean budget years, so both institutions plan to train students at clinics and hospitals in their regions. Both would also use faculty and resources from other UC medical schools to round out their curriculum and student experiences.
That model will allow the schools to develop a more innovative curriculum than traditional medical schools and will also help to reach many of the residents who now are not getting the medical services they need, she said.
"In the UC system, most of the curriculum is based on a campus teaching hospital," Pallavicini said. "We are in different times than when the existing medical schools started over 40 years ago. We are looking to leverage the clinical opportunities we have in the valley."
Plans for the UC Riverside medical school will go before the UC Board of Regents next week for final approval - although the approval is contingent on a provision that the school will not admit or enroll students until the UC president determines that sufficient funding and resources are available, according to UC spokesman Brad Hayward.
In May, UC Merced got the nod from the regents to proceed with planning its school.
UC Merced began planning for its medical school shortly after it opened as the 10th UC campus in 2005. While the school will recruit students from everywhere, it hopes that many of the students trained at UC Merced will stay in the area.
"We have a mission to train students that will meet the needs of San Joaquin Valley," Pallavicini said. "If medical students complete medical school in the valley and do their residencies in the valley, 80 percent will set up their practices there."
With its heavy science focus, UC Merced is well situated to develop the medical school. About 50 percent of its students major in science and engineering and 35 percent are biology majors.
The medical school will rely on the campus' interdisciplinary programs for research on issues such as population health and how communities respond to treatment and interaction between health and the environment, she said. It will focus on chronic diseases that are prevalent in the area, such as asthma and diabetes.
UC Merced's new school would open in 2013 with 32 medical students and would grow to 384 medical students and 70 doctoral students.
David Quackenbush, CEO of the Central Valley Health Network, a consortium of health centers focusing on low-income and underserved populations, said the new schools will be vital for communities.
"We are short on just the frontline doctors who determine what is wrong with you and teach you to be healthy so you don't develop a bigger problem," he said. "There will be a pool of doctors coming out of a valley institution."
UC Riverside plans to open its medical school by fall 2012 with a class of 50 medical students and build up to 400 medical students, 160 graduate students and 160 residents.
It would focus its research on the health needs of the area, such as cardiovascular diseases, insulin-resistant diabetes and metabolic syndrome, neurodegenerative diseases, emerging infectious diseases, and health services, public health and health care access, according to the campus.
UC's plans for new medical schools
Merced: Plans to open by fall 2013 with 32 students and would grow to 384 medical students and 70 doctoral students. Would use existing hospitals and clinics to train students, and would focus on chronic diseases prevalent in the area, such as asthma and diabetes.
Riverside: Plans to open by fall 2012 with a class of 50 medical students and increase to 400 medical students, 160 graduate students and 160 residents. Would use existing hospitals and clinics to train students, and would focus research on the health needs of the area.
While the schools at UC Merced and UC Riverside won't be open for four or five years, they are intended to help fill a growing shortage of physicians in the state, officials say.
In addition to planning the new schools, UC is working to add slots at its existing medical schools in San Francisco, Los Angeles, San Diego, Davis and Irvine, which now enroll about 2,540 students.
"It is a little unusual for a university system to open two medical schools at once," said Edward Salsberg, director of the Center for Workforce Studies of the Association of American Medical Colleges. "But UC's decision-making has been good, looking at what areas of the state have needs."
California, with a rapidly growing and aging population, has less than half the national average of students enrolled in such programs, according to the Association of American Medical Colleges. Meanwhile, California sends more students out of state for medical school than any other state.
The state is expected to have a shortfall of 17,000 physicians by 2015, and the San Joaquin Valley and Inland Empire, among the fastest-growing parts of the state, have dire shortages of primary physicians and specialists.
Responding to a national need, nine new medical schools have recently been approved or are in the accreditation-review process across the country, while five more, including UC Merced and UC Riverside, are in development or under discussion, Salsberg said.
By 2011, enrollment of first-year medical students across the country is expected to be up 21 percent from the 2002 level, he said.
Maria Pallavicini, dean of natural sciences at UC Merced, said building and sustaining teaching hospitals is "unrealistic" during lean budget years, so both institutions plan to train students at clinics and hospitals in their regions. Both would also use faculty and resources from other UC medical schools to round out their curriculum and student experiences.
That model will allow the schools to develop a more innovative curriculum than traditional medical schools and will also help to reach many of the residents who now are not getting the medical services they need, she said.
"In the UC system, most of the curriculum is based on a campus teaching hospital," Pallavicini said. "We are in different times than when the existing medical schools started over 40 years ago. We are looking to leverage the clinical opportunities we have in the valley."
Plans for the UC Riverside medical school will go before the UC Board of Regents next week for final approval - although the approval is contingent on a provision that the school will not admit or enroll students until the UC president determines that sufficient funding and resources are available, according to UC spokesman Brad Hayward.
In May, UC Merced got the nod from the regents to proceed with planning its school.
UC Merced began planning for its medical school shortly after it opened as the 10th UC campus in 2005. While the school will recruit students from everywhere, it hopes that many of the students trained at UC Merced will stay in the area.
"We have a mission to train students that will meet the needs of San Joaquin Valley," Pallavicini said. "If medical students complete medical school in the valley and do their residencies in the valley, 80 percent will set up their practices there."
With its heavy science focus, UC Merced is well situated to develop the medical school. About 50 percent of its students major in science and engineering and 35 percent are biology majors.
The medical school will rely on the campus' interdisciplinary programs for research on issues such as population health and how communities respond to treatment and interaction between health and the environment, she said. It will focus on chronic diseases that are prevalent in the area, such as asthma and diabetes.
UC Merced's new school would open in 2013 with 32 medical students and would grow to 384 medical students and 70 doctoral students.
David Quackenbush, CEO of the Central Valley Health Network, a consortium of health centers focusing on low-income and underserved populations, said the new schools will be vital for communities.
"We are short on just the frontline doctors who determine what is wrong with you and teach you to be healthy so you don't develop a bigger problem," he said. "There will be a pool of doctors coming out of a valley institution."
UC Riverside plans to open its medical school by fall 2012 with a class of 50 medical students and build up to 400 medical students, 160 graduate students and 160 residents.
It would focus its research on the health needs of the area, such as cardiovascular diseases, insulin-resistant diabetes and metabolic syndrome, neurodegenerative diseases, emerging infectious diseases, and health services, public health and health care access, according to the campus.
UC's plans for new medical schools
Merced: Plans to open by fall 2013 with 32 students and would grow to 384 medical students and 70 doctoral students. Would use existing hospitals and clinics to train students, and would focus on chronic diseases prevalent in the area, such as asthma and diabetes.
Riverside: Plans to open by fall 2012 with a class of 50 medical students and increase to 400 medical students, 160 graduate students and 160 residents. Would use existing hospitals and clinics to train students, and would focus research on the health needs of the area.
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