Advice for Emergency Medicine Applicants
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Instructions for Anesthesiology Programs Requesting the Addition of a Clinical Base Year (CBY) to an Existing 3-Year Accredited Residency
Instructions for Anesthesiology Programs Requesting the Addition of a Clinical Base Year (CBY) to an Existing 3-year Accredited Residency MATERIALS TO BE SUBMITTED: Attachment A: Clinical Base Year Information Form Attachment B: Provide specific goals and objectives (competency-based terminology) for each block rotation and indicate assessment tools that will be utilized. Attachment C: Include a description of both clinical and didactic experiences that will be provided (lectures, conferences, grand rounds, journal clubs). Attachment D: Provide an explanation of how residents will evaluate these experiences as well as supervising faculty members. Attachment E: Provide a one-page CV for the key supervising faculty. Attachment F: Clarify the role of the resident during each of the program components listed. Information about Anesthesiology Clinical Base Year ACGME RRC Program Requirements 7/08 1) Definition of Clinical Base Year (CBY) a) 12 months of ‘broad education in medical disciplines relevant to the practice of anesthesiology’ b) capability to provide the Clinical Base Year within the same institution is desirable but not required for accreditation. 2) Timing of CBY a) usually precedes training in clinical anesthesia b) strongly recommended that the CBY be completed before the resident begins the CA-2 year c) must be completed before the resident begins the CA-3 year 3) Routes of entry into Anesthesiology program a) Categorical program - Resident matches into categorical program (includes CB year, approved by RRC as part of the accredited -
Emergency Physician Recognition of Adverse Drug-Related Events in Elder Patients Presenting to an Emergency Department
ACAD EMERG MED d March 2005, Vol. 12, No. 3 d www.aemj.org 197 Emergency Physician Recognition of Adverse Drug-related Events in Elder Patients Presenting to an Emergency Department Corinne Miche` le Hohl, MD, CCFP, FRCPC, Caroline Robitaille, BPharm, MSc, Vicky Lord, BPharm, MSc, Jerrald Dankoff, MD, CSPQ, Antoinette Colacone, BSc, CCRA, Luc Pham, BSc, Anick Be´ rard, PhD, Jocelyne Pe´ pin,BPharm,MSc,MarcAfilalo,MD,FRCPC Abstract Objectives: The authors examined the ability of emergency ADREs that were not associated with the chief complaint physicians (EPs) to recognize adverse drug-related events (32.1%; 95% CI = 14.8% to 49%). EPs recognized six of seven (ADREs) in elder patients presenting to the emergency severe ADREs (85.7%), 13 of 23 moderate ADREs (56.5%; department (ED). Methods: This was a prospective obser- 95% CI = 36.8% to 77%), and none of the mild ADREs. vational study of patients at least 65 years of age who Recognition of ADREs varied with medication class. presented to the ED. ADREs were identified using a vali- Conclusions: EP performance was superior at identifying dated, standardized scoring system. EP recognition of severe ADREs relating to the patients’ chief complaints. ADREs was assessed through physician interview and However, EP performance was suboptimal with respect to subsequent chart review. Results: A total of 161 patients identifying ADREs of lower severity, having missed a signif- were enrolled in the study. Thirty-seven ADREs were icant number of ADREs of moderate severity as well as ones identified, which occurred in 26 patients (16.2%; 95% unrelated to the patients’ chief complaints. -
Advanced Trauma Management for Emergency Physicians: Updates
The Institute for Emergency Department Clinical Quality Improvement Advanced Trauma Management for Emergency Physicians: www.EDQualityInstitute.org Updates and Best Practices 14-15 December, 2020 Interactive CME Course – Live Streamed from Boston The Institute for Emergency Department Clinical Quality Improvement Promoting excellence in emergency department operations, clinical quality, and patient safety through a commitment to quality improvement, clinical education, international collaboration, and research Offered by BIDMC Department of Emergency Medicine, a Harvard Medical School teaching hospital Course Description Advanced Trauma Management for the Emergency Physician is a 2-day, 13-hour course that provides updates, best practices, and new pathways & protocols regarding the acute care of major trauma patients, from Emergency Department arrival through hospital admission/discharge. The course will focus on advanced, state-of- the-art clinical knowledge and skills, with an emphasis on teamwork, non-technical skills, and best practices in ED management. The goal of this advanced trauma management course is to prepare emergency clinicians, who already have a strong base in trauma care, to quickly and accurately assess and provide high-quality care for trauma patients. Emphasis will be on optimizing outcomes for patients presenting with high-risk traumatic injuries. Advanced Trauma Management for the Emergency Physician is delivered by the Department of Emergency Medicine at Harvard Medical Faculty Physicians at Beth Israel Deaconess Medical Center, a level 1 trauma center. This course is relevant for clinicians working in emergency medicine, critical care, and urgent care and can be applied in the trauma center, community hospital, or remote setting. Optimized for Remote Education The program is optimized for distance learning. -
Implementing Public-Access Programs for Automated External Defibrillation
Correspondance that approving new drugs more rapidly Therapeutic Products Program internal constitute only 4.6% of drugs ap- does not compromise safety, we are processes was 188 days (range 74–376 proved in the United States at least 1 better off putting our limited resources days).2 Approval times are much longer year before approval in Canada in the into other areas such as improving for 2 reasons: considerable downtime 7-year period. Canada’s woefully inadequate postmar- occurs between the receipt of the appli- Finally, I endorse the recommen- keting evaluation system. cation and the start of the scientific re- dation that Canada’s inadequate post- view, and the separate assessment of marketing surveillance system should Joel Lexchin manufacturing and stability data is often be improved and have proposed new Emergency physician not coordinated with the safety and effi- approaches that could be adopted in University Health Network cacy evaluation. Canada.5–7 However, the unnecessary Toronto, Ont. An evaluation of the importance of a delays in Canada’s review and ap- Barbara Mintzes new drug’s therapeutic potential should proval system should also be elimi- Department of Health Care be based not simply on the lack of a nated and Canada’s performance stan- & Epidemiology current treatment, which is the practice dard of 355 days for all new drug University of British Columbia of the Patented Medicine Prices Re- applications achieved. In that way, Vancouver, BC view Board, but rather it should be Canadians will no longer have to ex- based on several factors. The US Food perience delayed access to potentially References 1. -
Emergency Medicine Profile
Emergency Medicine Profile Updated December 2019 1 Table of Contents Slide . General Information 3-6 . Total number & number/100,000 population by province, 2019 7 . Number/100,000 population, 1995-2019 8 . Number by gender & year, 1995-2019 9 . Percentage by gender & age, 2019 10 . Number by gender & age, 2019 11 . Percentage by main work setting, 2019 12 . Percentage by practice organization, 2017 13 . Hours worked per week (excluding on-call), 2019 14 . On-call duty hours per month, 2019 15 . Percentage by remuneration method 16 . Professional & work-life balance satisfaction, 2019 17 . Number of retirees during the three year period of 2016-2018 18 . Employment situation, 2017 19 . Links to additional resources 20 2 General information Emergency medicine focuses on the recognition, evaluation and care of patients who are acutely ill or injured. It is a high-pressure, fast-paced specialty that, because of its diversity, requires a broad base of medical knowledge and a variety of well-honed clinical and technical skills. Emergency physicians (emergentologists) must be prepared to treat patients of all ages and a nearly infinite variety of conditions and degrees of illness – often before a definite diagnosis is made and within time-restricted circumstances. The approach to treatment in an emergency department can vary dramatically from case to case, even for the same medical condition, depending on whether it’s a pediatric patient versus a geriatric patient. Emergency physicians need a number of personal strengths, including physical and emotional toughness, confidence, composure, ability to multi task and strong interpersonal skills. They must also be willing and able to do shift work. -
Hendricks Regional Health Emergency Medicine Rules and Regulations
HENDRICKS REGIONAL HEALTH EMERGENCY MEDICINE RULES AND REGULATIONS I. Scope of Service The Emergency Department offers emergency care twenty-four hours a day with at least one physician experienced in emergency care on duty, and specialty consultation is available within approximately sixty minutes. Initial consultation through two-way voice communication is available. The hospital's scope of services includes: A. Providing acute care for the critically ill and traumatically injured B. Caring for patients with acute and chronic illnesses C. Maintaining two way communication with the EMS services D. Follow-up care on selected patients E. Providing EMS direction F. Providing examination rooms for "professional services" (courtesy) patients. The Emergency Department is classified as a Level II Emergency Department. II. Physician Coverage - Qualifications Medical coverage of the Emergency Department shall be available twenty-four (24) hours a day. Original and additional physicians who provide emergency services at the hospital shall be duly licensed to practice medicine in the State of Indiana, shall be a member of the Medical Staff of the hospital, shall have three (3) years residency training in family practice, emergency medicine, internal medicine, and be board eligible or board certified; shall possess ACLS, ATLS, PALS, and Neonatal Resuscitation certification, unless Board Certified in Emergency Medicine; and shall meet and maintain requirements for active membership in the American College of Emergency Physicians (ACEP) or the American Academy of Emergency Medicine (AAEM). With prior consent of the Hospital, temporary physicians may be utilized to staff the Emergency Department and must be duly licensed to practice medicine in the State of Indiana, must be in at least their second post graduate year of residency, and must be ACLS certified. -
MASS CASUALTY TRAUMA TRIAGE PARADIGMS and PITFALLS July 2019
1 Mass Casualty Trauma Triage - Paradigms and Pitfalls EXECUTIVE SUMMARY Emergency medical services (EMS) providers arrive on the scene of a mass casualty incident (MCI) and implement triage, moving green patients to a single area and grouping red and yellow patients using triage tape or tags. Patients are then transported to local hospitals according to their priority group. Tagged patients arrive at the hospital and are assessed and treated according to their priority. Though this triage process may not exactly describe your agency’s system, this traditional approach to MCIs is the model that has been used to train American EMS As a nation, we’ve got a lot providers for decades. Unfortunately—especially in of trailers with backboards mass violence incidents involving patients with time- and colored tape out there critical injuries and ongoing threats to responders and patients—this model may not be feasible and may result and that’s not what the focus in mis-triage and avoidable, outcome-altering delays of mass casualty response is in care. Further, many hospitals have not trained or about anymore. exercised triage or re-triage of exceedingly large numbers of patients, nor practiced a formalized secondary triage Dr. Edward Racht process that prioritizes patients for operative intervention American Medical Response or transfer to other facilities. The focus of this paper is to alert EMS medical directors and EMS systems planners and hospital emergency planners to key differences between “conventional” MCIs and mass violence events when: • the scene is dynamic, • the number of patients far exceeds usual resources; and • usual triage and treatment paradigms may fail. -
Emergency Department Rapid Medical Assessment: Overall Effect and Mechanistic Considerations
The Journal of Emergency Medicine, Vol. 48, No. 5, pp. 620–627, 2015 Copyright Ó 2015 Elsevier Inc. Printed in the USA. All rights reserved 0736-4679/$ - see front matter http://dx.doi.org/10.1016/j.jemermed.2014.12.025 Administration of Emergency Medicine EMERGENCY DEPARTMENT RAPID MEDICAL ASSESSMENT: OVERALL EFFECT AND MECHANISTIC CONSIDERATIONS Stephen J. Traub, MD,*† Joseph P. Wood, MD,*† James Kelley, MD,*† David M. Nestler, MD,†‡ Yu-Hui Chang, PHD,§ Soroush Saghafian, PHD,†{ and Christopher A. Lipinski, MD*† *Department of Emergency Medicine, Mayo Clinic, Phoenix, Ariz, †Mayo Clinic College of Medicine, Rochester, Minn, ‡Department of Emergency Medicine, Mayo Clinic, Rochester, Minn, §Division of Health Sciences Research, Mayo Clinic, Phoenix, Ariz, and {School of Computing, Informatics and Decision Systems Engineering, Arizona State University, Tempe, Ariz Reprint Address: Stephen J. Traub, MD, Department of Emergency Medicine, Mayo Clinic Arizona, 5777 E. Mayo Boulevard, Phoenix, AZ 85054 , Abstract—Background: Although the use of a physician INTRODUCTION and nurse team at triage has been shown to improve emer- gency department (ED) throughput, the mechanism(s) by Improving emergency department (ED) throughput is an which these improvements occur is less clear. Objectives: 1) important area for hospital process improvement. Poor To describe the effect of a Rapid Medical Assessment (RMA) ED throughput has been associated with increased 28- team on ED length of stay (LOS) and rate of left without being day mortality from pneumonia, delays to percutaneous seen (LWBS); 2) To estimate the effect of RMA on different groups of patients. Methods: For Objective 1, we compared coronary intervention in patients with acute myocardial LOS and LWBS on dates when we utilized RMA to compara- infarction, adverse cardiovascular outcomes in patients ble dates when we did not. -
Preparing for the Real World
Preparing for the Real World: An Interviewing Guide for EM Residents Table of Contents Forward Introduction Chapter 1: The Job Search Chapter 2: Prospecting and Interviewing Chapter 3: The Interview Chapter 4: Questions the Resident Should Ask Chapter 5: Contracts and Contracting Chapter 6: The Final Decision Chapter 7: Tying Up Loose Ends Chapter 8: The First Year in Practice Conclusion Forward We appreciate the opportunity and consider it an honor to review the material that is presented in this Guide. As two emergency physicians with over thirty-five years of experience between us, with different perspectives and different professional venues, we have lived through many changes in our specialty and in the healthcare system, and anticipate this changing environment to continue. We did not have a Guide like this to help us when we embarked upon our emergency medicine careers. Hopefully, this excellent document will serve as a resource to each of you and serve you both now and in the future. Much work went into the preparation of this text, in terms of its planning, design and content. We want to thank Kelly Gray-Eurom, who took the lead role as editor of this endeavor. All of us owe her a great deal of thanks. We are deeply indebted to the many authors who dedicated their time and expertise to write the chapters for this guide. We would also like to thank Beth Brunner, Executive Director of the Florida College of Emergency Physicians, for her excellent leadership of the College and for her role in helping Florida Chapter obtain a chapter grant from ACEP to underwrite this project. -
THE BUSINESS of EMERGENCY MEDICINE … MADE EASY! Sponsored by AAEM Services, the Management Education Division of AAEM
THE BUSINESS OF EMERGENCY MEDICINE … MADE EASY! Sponsored by AAEM Services, the management education division of AAEM UDisclaimer The views presented in this course and syllabus represent those of the lecturers. The information is presented in a generalized manner and may not be applicable to your specific situation. Also, in many cases, one method of tackling a problem is demonstrated when many others (perhaps better alternatives for your situation) exist. Thus, it is important to consult your attorney, accountant or practice management service before implementing the concepts relayed in this course. UGoal This course is designed to introduce emergency physicians with no formal business education to running the business of emergency medicine. The title “The Business of Emergency Medicine Made Easy” is not meant to be demeaning. Instead, the course will convince anyone with the aptitude to become an emergency physician that, by comparison, running the business of emergency medicine is relatively simple. With off- the-shelf software and a little help from key business associates, we can run an emergency medicine business and create a win-win-win situation for the hospital, patients, and EPs. By eliminating an unnecessary profit stream as exists with CMGs, we can attract and retain better, brighter EPs. AAEM’s Certificate of Compliance on “Fairness in the Workplace” defines the boundaries within which independent groups should practice in order to be considered truly fair. Attesting to the following eight principles allows a group the privilege -
Implementing Relationship Based Care in an Emergency Department Ruthie Waters Rogers Walden University
Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2015 Implementing Relationship Based Care in an Emergency Department Ruthie Waters Rogers Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Nursing Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Health Sciences This is to certify that the doctoral study by Ruthie Rogers has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Sue Bell, Committee Chairperson, Health Services Faculty Dr. Kathleen Wilson, Committee Member, Health Services Faculty Dr. Eric Anderson, University Reviewer, Health Services Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2015 Abstract Implementing Relationship-Based Care in the Emergency Department by Ruthie Waters Rogers MSN, University of North Carolina, Greensboro, 2001 BSN, Winston Salem State University, 1998 Project Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Nursing Practice Walden University February 2015 Abstract When patients and families come to the emergency department seeking medical attention, they come in with many mixed emotions and thoughts. The fast paced, rapid turnover of patients and the chaotic atmosphere may leave patients who visit the emergency department with the perception that staff is uncaring. -
Emergency Medicine Medical Student Survival Guide
Emergency Medicine Medical Student Survival Guide Emergency Medicine: The Specialty Brian J Zink, MD, FACEP Professor and Chair Department of Emergency Medicine Alpert Medical School. Brown University 1 Table of Contents Chapter 1: Emergency Medicine: The Specialty Brian J. Zink, MD – Page 3 Chapter 2: Career Paths in Emergency Medicine Joseph Turner, MD, FACEP – Page 7 Chapter 3: Mentoring in Emergency Medicine Gloria J. Kuhn, DO, PhD, FACEP – Page 12 2 In 1961 the Alexandria Hospital emergency room (ER) in Alexandria, Virginia was reeling from a nearly 300% increase in patient visits in the past decade — up to 18,000 per year. Complaints and wait times were rising. Staffing the ER was a big problem as consigned medical staff objected to working in the ER, and the numbers of house staff had declined by 50%. A plan to use Georgetown University medical students to cover the night shifts had also failed.1 The specialty is no longer an afterthought in U.S. health care, but is viewed as a central component of care. Into this mix came James Mills, Jr., who had just been made president-elect of the Alexandria Hospital medical staff. Mills, a well-regarded local general practitioner, had worked shifts in the ER, and he liked the pace and variety of cases and was committed to helping the poor and underserved in his community. Mills was also finding his general practice less than satisfying. His idea for solving the problem in the Alexandria Hospital ER was very direct. He put together a plan to contract with the hospital for emergency department (ED) services with himself and three other physicians.