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A Murine Model of Experimental Metastasis to Bone and Bone Marrow1
(CANCER RESEARCH 48. 6876-6881, December 1, 1988] A Murine Model of Experimental Metastasis to Bone and Bone Marrow1 Francisco Arguello,2 Raymond B. Baggs, and Christopher N. Frantz3 Department of Pediatrics and the Cancer Center ¡F.A., C. N. F.], and Department of Pathology and Division of Laboratory Animal Medicine [R. B. B.], University of Rochester School of Medicine and Dentistry, Rochester, New York 14642 ABSTRACT In this model, tumor cells are injected in the mouse tail vein. Most of the cells die, but a few survive, grow, and form tumor Bone is a common site of metastasis in human cancer. A major colonies in the lung. The colonies are counted to quantify the impediment to understanding the pathogenesis of bone metastasis has experimental metastasis. The ability of the lung to kill the vast been the lack of an appropriate animal model. In this paper, we describe an animal model in which B16 melanoma cells injected in the left cardiac majority of injected tumor cells (11, 12) may preclude the use ventricle reproducibly colonize specific sites of the skeletal system of of i.v. injection to study metastasis to extrapulmonary organs. mice. Injection of 10*cells resulted in melanotic tumor colonies in most Bone metastasis models have involved direct injection of tumor organs, including the skeletal system. Injection of IO4 or fewer cells cells into the medullary cavity of bones (13, 14) or into the rat resulted in experimental metastasis almost entirely restricted to the abdominal aorta (15). In this paper, we describe our experience skeletal system and ovary. -
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. -
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. -
I SHORT TERM ELECTRICAL STIMULATION for ISOGRAFT PERIPHERAL NERVE REPAIR and FUNCTIONAL RECOVERY a Thesis Presented to the Gradu
SHORT TERM ELECTRICAL STIMULATION FOR ISOGRAFT PERIPHERAL NERVE REPAIR AND FUNCTIONAL RECOVERY A Thesis Presented to The Graduate Faculty of The University of Akron In Partial Fulfillment Of the Requirements for the Degree Master of Science in Engineering, Biomedical Concentration Galina Y. Pylypiv May, 2018 i SHORT TERM ELECTRICAL STIMULATION FOR ISOGRAFT PERIPHERAL NERVE REPAIR AND FUNCTIONAL RECOVERY Galina Y. Pylypiv Thesis Approved: Accepted: Advisor Dean of the College of Engineering Dr. Rebecca Kuntz Willits Dr. Donald Visco Committee Member Executive Dean of the Graduate School Dr. Matthew Becker Dr. Chand Midha Committee Member Date Dr. Ge Zhang Biomedical Engineering Department Chair Dr. Brian Davis ii ABSTRACT Electrical stimulation (ES) has previously demonstrated promising effects on peripheral nerve repair through enhanced neurite growth in vitro and shortened recovery time in vivo. In this study, we aimed to evaluate the effect of intraoperative short term ES on a clinically relevant isograft-repair model of a rodent peripheral nerve. In our model, an isograft was used to repair a 13 mm sciatic nerve gap-defect in adult male rats. Intraoperative ES was applied for 10 min at 24 V/m-DC to the experimental group and no stimulation was applied to the control group. We evaluated biweekly functional recovery over 12 weeks for motor function, using the sciatic functional index and external postural thrust. Sensory function was evaluated using a thermal stimulus. Motor nerves are more heavily myelinated and regenerate more quickly, while sensory nerves are less myelinated and have a slower recovery time. Structural repair outcomes were evaluated through histological examination of the sciatic nerves and gastrocnemius muscles at 6 and 12-week time points. -
Routine Dosing in Rodents
Routine Dosing in Rodents University of South Florida February 2008 OBJECTIVES • To provide an overview of basic restraint and handling techniques in rodent species. • To demonstrate common routes of injection and oral dosing procedures in rodent species. Rat Restraint “V” Hold • Held between "v" formed by index and second finger. • Supported by thumb and ring finger under elbows. USES/ADVANTAGE • Intraperitoneal and oral dosing. • Less confining than other types of restraint, e.g., restrainers/scruffing. • Avoids unnecessary stress of surgical incision sites, e.g., thoracic, abdominal, neck regions. Rat Restraint “Scruff” Hold • Held by bunching the skin over the shoulder blades. Uses/Advantages • Works well for subcutaneous injection • Not well tolerated in obese or large animals • Places stress on incision sites of the neck and chest Rat Restrainers • DecapiCone® bag • Plastic Commercial Holder • Towel Arrows indicate breathing holes for each device. These types restrain without enclosing the head. Rat Restrainers (Cont’d) Commercial Plastic (round) Adjustable stoppers “tail in” (small rat) Rat is loaded tail-in or head-in. Rat size, loaded direction, and stopper position combine to allow access to tail vein. “head in” (large rat) Rat Restrainers (Cont’d) Stopper is at half- Can be used with the way point of “stopper” positioned midway for hindquarter restrainer, bleeds or injections. preventing rat from moving The animals head is forward. Rat is placed within the device positioned “head to prevent biting, while in.” leaving access to the hindquarters. RESTRAINERS (cont’d.) Flat-Bottom Hard Plastic Restrainer/Commercial (DecapiCone ®) Bag • Both prevent rat from rolling over while in restraint. • Commercial bag originally developed for humane decapitation. -
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 -
Unit 4: Medication Administration Fundamental of Nursing
Unit 4: Medication Administration Fundamental of Nursing Unit 4: Medication Administration: Medication: Is a substance administered for the diagnosis, cure, treatment, relief, or prevention of disease. Six Rights of Medication Administration After paramedics have received the medication or fluid order, they should then administer the drug in question. In performing drug administration, pre-hospital care providers adhere to the six rights of medication administration: 1. Right patient 2. Right medication 3. Right dose 4. Right route 5. Right time 6. Right documentation Basic principle of nurse on drugs administration 1. The nurse must know the drug's prescribed dose, method of administration, actions, expected therapeutic effect, possible interactions with other drugs, and adverse effects. 2. The nurse must know the institution's administration procedures for the client's welfare and the nurse's legal protection. 3. The nurse must Review physician's order for completeness the client's name, date of the order, name of the drug, dose, rout, time of administration, and the physician's signature. 1 Unit 4: Medication Administration Fundamental of Nursing 4. The nurse discusses the medication and its actions with the client; recheck the medication order if the client disagrees with the dose or the physician's order. 5. The nurse must check the physician's order against the client's medication administration record for accuracy. 6. The nurse gives the patient the right to know about the medication he is receiving and the right to refuse it. Routes of Administration A: Enteral Tract Routes The common enteral routes of administration used in general medical practice are as follows: 1.