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.
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