Characteristics and Workload of Pediatricians in China
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Blood Culture Evaluation for Carbapenem Exposure in Pyogenic Liver Abscess: a Two-Center Retrospective Study
Blood Culture Evaluation for Carbapenem Exposure in Pyogenic Liver Abscess: A Two-Center Retrospective Study Shuangjun He Shanghai Jiao Tong University School of Medicine Aliated Renji Hospital Jie Yu Shanghai Jiao Tong University School of Medicine Aliated Renji Hospital Hairong Wang Shanghai Jiao Tong University School of Medicine Aliated Xinhua Hospital Lifeng Wang Shanghai Jiao Tong University School of Medicine Aliated Renji Hospital Yi Chen Shanghai Jiao Tong University School of Medicine Aliated Renji Hospital Wei Zhou ( [email protected] ) Shanghai Jiaotong University School of Medicine Aliated Renji Hospital https://orcid.org/0000-0001- 6560-1956 Research article Keywords: pyogenic liver abscess, blood culture, carbapenems, extended-spectrum beta-lactamase, sepsis Posted Date: November 9th, 2020 DOI: https://doi.org/10.21203/rs.3.rs-102320/v1 License: This work is licensed under a Creative Commons Attribution 4.0 International License. Read Full License Page 1/15 Abstract Background: High antibiotic consumption in pyogenic liver abscess (PLA) is unnecessary. Using the databases of two centers, we retrospectively evaluated the effects of blood culture on the exposure to carbapenems in patients with PLA. Methods: All patients diagnosed with PLA at two comprehensive tertiary care centers from 2014 to 2020 were assessed. Demographics and clinical data were analyzed, and multiple regression analysis was performed to investigate the association between blood culture and exposure to carbapenems after controlling for potential confounders. Results: Blood culture results were available in 110 (46.0%) patients, of whom 44 (40.0%) patients were tested positive on bacterial culture. The blood culture positivity rate was signicantly higher in the sepsis subgroup than in the non-sepsis subgroup (58.1% vs. -
Name of Recognized Medical Schools (Foreign)
1 Name of Recognized Medical Schools (Foreign) Expired AUSTRALIA 1 School of Medicine, Faculty of Heath, University of Tasmania, Tasmania, Australia (5 years Program) 9 Jan Main Affiliated Hospitals 2021 1. Royal H obart Hospital 2. Launceston Gen Hospital 3. NWest Region Hospital 2 Melbourne Medical School, University of Melbourne, Victoria, Australia (4 years Program) 1 Mar Main Affiliated Hospitals 2022 1. St. Vincent’s Public Hospital 2. Epworth Hospital Richmond 3. Austin Health Hospital 4. Bendigo Hospital 5. Western Health (Sunshine, Footscray & Williamstown) 6. Royal Melbourne Hospital Affiliated Hospitals 1. Pater MacCallum Cancer Centre 2. Epworth Hospital Freemasons 3. The Royal Women’s Hospital 4. Mercy Hospital for Women 5. The Northern Hospital 6. Goulburn Valley Health 7. Northeast Health 8. Royal Children’s Hospital 3 School of Medicine and Public Health, University of Newcastle, New South Wales, Australia (5 years Program) 3 May Main Affiliated Hospitals 2022 1.Gosford School 2. John Hunter Hospital Affiliated Hospitals 1. Wyong Hospital 2. Calvary Mater Hospital 3. Belmont Hospital 4. Maitland Hospital 5. Manning Base Hospital & University of Newcastle Department of Rural Health 6. Tamworth Hospital 7. Armidale Hospital 4 Faculty of Medicine, Nursing and Health Sciences, Monash University, Australia (4 and 5 years Program) 8 Nov Main Affiliated Hospitals 1. Eastern Health Clinical School: EHCS 5 Hospitals 2022 2. Southern School for Clinical Sciences: SCS 5 Hospitals 3. Central Clinical School จ ำนวน 6 Hospitals 4. School of Rural Health จ ำนวน 7 Hospital 5 Sydney School of Medicine (Sydney Medical School), Faculty of Medicine and Health, University of Sydney, Australia 12 Dec (4 years Program) 2023 2 Main Affiliated Hospitals 1. -
Hong Kong SAR
China Data Supplement November 2006 J People’s Republic of China J Hong Kong SAR J Macau SAR J Taiwan ISSN 0943-7533 China aktuell Data Supplement – PRC, Hong Kong SAR, Macau SAR, Taiwan 1 Contents The Main National Leadership of the PRC 2 LIU Jen-Kai The Main Provincial Leadership of the PRC 30 LIU Jen-Kai Data on Changes in PRC Main Leadership 37 LIU Jen-Kai PRC Agreements with Foreign Countries 47 LIU Jen-Kai PRC Laws and Regulations 50 LIU Jen-Kai Hong Kong SAR 54 Political, Social and Economic Data LIU Jen-Kai Macau SAR 61 Political, Social and Economic Data LIU Jen-Kai Taiwan 65 Political, Social and Economic Data LIU Jen-Kai ISSN 0943-7533 All information given here is derived from generally accessible sources. Publisher/Distributor: GIGA Institute of Asian Affairs Rothenbaumchaussee 32 20148 Hamburg Germany Phone: +49 (0 40) 42 88 74-0 Fax: +49 (040) 4107945 2 November 2006 The Main National Leadership of the PRC LIU Jen-Kai Abbreviations and Explanatory Notes CCP CC Chinese Communist Party Central Committee CCa Central Committee, alternate member CCm Central Committee, member CCSm Central Committee Secretariat, member PBa Politburo, alternate member PBm Politburo, member Cdr. Commander Chp. Chairperson CPPCC Chinese People’s Political Consultative Conference CYL Communist Youth League Dep. P.C. Deputy Political Commissar Dir. Director exec. executive f female Gen.Man. General Manager Gen.Sec. General Secretary Hon.Chp. Honorary Chairperson H.V.-Chp. Honorary Vice-Chairperson MPC Municipal People’s Congress NPC National People’s Congress PCC Political Consultative Conference PLA People’s Liberation Army Pol.Com. -
Elite Politics and the Fourth Generation of Chinese Leadership
Elite Politics and the Fourth Generation of Chinese Leadership ZHENG YONGNIAN & LYE LIANG FOOK* The personnel reshuffle at the 16th National Congress of the Chinese Communist Party is widely regarded as the first smooth and peaceful transition of power in the Party’s history. Some China observers have even argued that China’s political succession has been institutionalized. While this paper recognizes that the Congress may provide the most obvious manifestation of the institutionalization of political succession, this does not necessarily mean that the informal nature of politics is no longer important. Instead, the paper contends that Chinese political succession continues to be dictated by the rule of man although institutionalization may have conditioned such a process. Jiang Zemin has succeeded in securing a legacy for himself with his “Three Represents” theory and in putting his own men in key positions of the Party and government. All these present challenges to Hu Jintao, Jiang’s successor. Although not new to politics, Hu would have to tread cautiously if he is to succeed in consolidating power. INTRODUCTION Although the 16th Chinese Communist Party (CCP) Congress ended almost a year ago, the outcomes and implications of the Congress continue to grip the attention of China watchers, including government leaders and officials, academics and businessmen. One of the most significant outcomes of the Congress, convened in Beijing from November 8-14, 2002, was that it marked the first ever smooth and peaceful transition of power since the Party was formed more than 80 years ago.1 Neither Mao Zedong nor Deng Xiaoping, despite their impeccable revolutionary credentials, successfully transferred power to their chosen successors. -
Neonatal Hand, Foot, and Mouth Disease Due to Coxsackievirus A6 in Shanghai
Neonatal hand, foot, and mouth disease due to Coxsackievirus A6 in Shanghai Shanshan Xu Shanghai Jiaotong University School of Medicine Xinhua Hospital Huajun Li Shanghai Jiaotong University School of Medicine Xinhua Hospital Peng Qiao Shanghai Yangpu District Center for Disease Control and Prevention Guofeng Xu Shanghai Jiaotong University School of Medicine Xinhua Hospital Dongying Zhao Shanghai Jiaotong University School of Medicine Xinhua Hospital Xiaoyan Lin Shanghai Jiaotong University School of Medicine Xinhua Hospital Yu Qin Xingtai People's Hospital Huiju Yu Shanghai Jiaotong University School of Medicine Xinhua Hospital Xi Zhang Shanghai Jiaotong University School of Medicine Xinhua Hospital Wanju Zhang Shanghai Public Health Clinical Center Lisu Huang ( [email protected] ) https://orcid.org/0000-0001-8193-7353 Research article Keywords: Hand-foot-and-mouth disease, Neonate, Coxsackievirus A6, Clinical symptom, Transmission route, Immunologic function Posted Date: January 2nd, 2020 DOI: https://doi.org/10.21203/rs.2.14800/v3 License: This work is licensed under a Creative Commons Attribution 4.0 International License. Read Full License Page 1/15 Version of Record: A version of this preprint was published on August 3rd, 2020. See the published version at https://doi.org/10.1186/s12887-020-02262-y. Page 2/15 Abstract Background: Evidence of hand, foot, and mouth disease (HFMD) in neonates is limited. The aim of this study was to evaluate the clinical symptoms, possible transmission routes, and prognosis of neonatal HFMD in Shanghai. Methods: This was a case-control study based on the HFMD registry surveillance system. All neonates and infected family members were enrolled between 2016 and 2017 in Shanghai. -
China's New Top Government Leaders
China’s new top government leaders China’s state leaders were revealed on March 18th, 2018 at the conclusion of the 13th National People’s Congress (NPC). Most notably, the NPC approved a constitutional change abolishing term limits for China’s president Xi Jinping. Below are background profiles for the seven top government leaders. Compiled by Cheng Li and the staff of the John L. Thornton China Center at Brookings 1 Xi Jinping 习近平 Born 1953 Current Positions • President of the People’s Republic of China (PRC) (2013–present) • General Secretary of the Chinese Communist Party (CCP) (2012– present) • Chairman of the Central Military Commission (CMC) (2012–present) • Member of the Politburo Standing Committee (PSC) (2007–present) • Chairman of the National Security Committee (2013–present) • Head of the Central Leading Group for Comprehensively Deepening Reforms (2013–present) • Head of the Central Leading Group for Foreign Affairs and National Security (2013–present) • Head of the Central Leading Group for Taiwan Affairs (2012–present) • Head of the Central Leading Group for Financial and Economic Work (2013–present) • Head of the Central Leading Group for Network Security and Information Technology (2014–present) • Head of the CMC Central Leading Group for Deepening Reforms of National Defense and the Military (2014–present) • Commander in Chief of the Joint Operations Command Center of the People’s Liberation Army (PLA) (2016–present) • Chairman of the Central Military and Civilian Integration Development Committee (2017– present) • Member of the Politburo (2007–present) • Full member of the Central Committee of the CCP (2002–present) Personal and Professional Background Xi Jinping was born on June 15, 1953, in Beijing. -
The Mishu Phenomenon: Patron-Client Ties and Coalition-Building Tactics
Li, China Leadership Monitor No.4 The Mishu Phenomenon: Patron-Client Ties and Coalition-Building Tactics Cheng Li China’s ongoing political succession has been filled with paradoxes. Jockeying for power among various factions has been fervent and protracted, but the power struggle has not led to a systemic crisis as it did during the reigns of Mao and Deng. While nepotism and favoritism in elite recruitment have become prevalent, educational credentials and technical expertise are also essential. Regional representation has gained importance in the selection of Central Committee members, but leaders who come from coastal regions will likely dominate the new Politburo. Regulations such as term limits and an age requirement for retirement have been implemented at various levels of the Chinese leadership, but these rules and norms will perhaps not restrain the power of Jiang Zemin, the 76-year-old “new paramount leader.” While the military’s influence on political succession has declined during the past decade, the Central Military Commission is still very powerful. Not surprisingly, these paradoxical developments have led students of Chinese politics to reach contrasting assessments of the nature of this political succession, the competence of the new leadership, and the implications of these factors for China’s future. This diversity of views is particularly evident regarding the ubiquitous role of mishu in the Chinese leadership. The term mishu, which literally means “secretary” in Chinese, refers to a range of people who differ significantly from each other in terms of the functions they fulfill, the leadership bodies they serve, and the responsibilities given to them. -
China's Provincial Leaders Await Promotion
Li, China Leadership Monitor, No.1 After Hu, Who?--China’s Provincial Leaders Await Promotion Cheng Li China’s provincial leadership is both a training ground for national leadership and a battleground among various political forces. Provincial chiefs currently carry much more weight than ever before in the history of the PRC. This is largely because the criteria for national leadership have shifted from revolutionary credentials such as participation in the Long March to administrative skills such as coalition-building. In addition, provincial governments now have more autonomy in advancing their own regional interests. Nonetheless, nepotism and considerations of factional politics are still evident in the recruitment of provincial leaders. Emerging top-level national leaders--including Hu Jintao, Zeng Qinghong, and Wen Jiabao--have all drawn on the pool of provincial leaders in building their factions, hoping to occupy more seats on the upcoming Sixteenth Central Committee and the Politburo. At the same time, new institutional mechanisms have been adopted to curtail various forms of nepotism. The unfolding of these contradictory trends will not only determine who will rule China after 2002, but even more importantly, how this most populous country in the world will be governed. During his recent visit to an elementary school in New Mexico, President George W. Bush offered advice to a child who hoped to become president. “If you want to be President, I would suggest you become a governor first,” said President Bush, “because governors make decisions, and that’s what presidents do.”1 What is true of the career path of American leaders seems also to be true of their counterparts in present-day China. -
Accenture Worked with Xinhua Hospital, Shanghai, China To
Accenture worked with Xinhua Hospital, Shanghai, China to develop applications and programs for a range of processes in the emergency department, including pre- examination and triage and doctor assignment. Client background Xinhua Hospital (Affiliated to Shanghai Jiao Tong University School) is a modern comprehensive teaching hospital in Shanghai, China that integrates the functions of providing medical care; serving as an educational base; and conducting scientific research. Business challenge Hospital management wanted to improve pre-examination and triage processes by introducing mobile technologies and digital record keeping, with the aim to improve the efficiency and effectiveness of the triage process, and paper-based records that slowed An Android application was enhance communication between productivity and reduced the number developed that enables nurses to departments and locations. The of patients treated. create, update status, assign and emergency department treats more accept triage tasks using a tablet or than 660,000 patients each year, How Accenture helped smartphone. with facilities in different floors Accenture teamed with the hospital and divisions. Each facility managed management and identified that The team also developed a web portal different types of patients, and the a series of mobile applications with the same functionality that workload across both emergency developed for tablet devices would facilitates data entry via PC, and a departments was unbalanced. help solve the challenging issues in backend with supporting databases Further, nurses and doctors used the emergency department. and reporting functionality. Example scenarios are: and nearly 80 percent of staff agreed About Accenture Mobility it significantly improved their work Accenture is focused on • Scenario 1 – a patient arrives efficiency. -
Reviewers 2020
AP&T Reviewers 2020 Highlighted reviewer denotes a top reviewer for 2020 Reviewer Last Name Reviewer First Name Reviewer Institution Reviewer Country/Region Abdel-Daim Mohamed Suez Canal University Egypt Abergel Armand Hôtel-Dieu France Abraham Neena Mayo Clinic Scottsdale United States Abraldes Juan University of Alberta Canada Afdal Nezam Beth Israel Deaconess Medical Center United States Afolabi Paul University of Soutjampton United Kingdom of Great Britain and Northern Ireland Afzal Nadeem Southampton University Hospital Trust United Kingdom of Great Britain and Northern Ireland Agardh Daniel Pediatrics Epidemiology Center United States Agarwal Banwari Royal Free Hospital United Kingdom of Great Britain and Northern Ireland Agarwal Kosh United Kingdom of Great Britain and Northern Ireland Aggarwal Rakesh Sanjay Gandhi Postgraduate Institute of Medical Sciences India Aghemo Alessio Istituto Clinico Humanitas Italy Agnholt Jørgen Aarhus University Hospital Denmark Ahmad Tariq Royal Devon and Exeter NHS Foundation Trust United Kingdom of Great Britain and Northern Ireland Ahuja Vineet All India Institute of Medical Sciences India Aithal Guruprasad University of Nottingham United Kingdom of Great Britain and Northern Ireland Alazawi William Barts and The London School of Medicine and Dentistry United Kingdom of Great Britain and Northern Ireland Alexopoulou Alexandra Greece Allez Matthieu Hôpital Saint-Louis France Allin Kristine Alpers David Washington Univ School of Medicine United States Amiot Aurélien Henri Mondor University Hospital -
Political Succession and Leadership Issues in China: Implications for U.S
Order Code RL30990 Report for Congress Received through the CRS Web Political Succession and Leadership Issues in China: Implications for U.S. Policy Updated September 30, 2002 name redacted Specialist in Asian Affairs Foreign Affairs, Defense, and Trade Division Congressional Research Service ˜ The Library of Congress Political Succession and Leadership Issues in China: Implications for U.S. Policy Summary In 2002 and 2003, the People’s Republic of China (PRC) will be making key leadership changes within the government and the Communist Party. A number of current senior leaders, including Party Secretary Jiang Zemin, Premier Zhu Rongji, and National Peoples’ Congress Chairman Li Peng, are scheduled to be stepping down from their posts, and it is not yet clear who will be assuming these positions from among the younger generation of leaders – the so-called “fourth generation,” comprised of those born in the 1940s and early 1950s. It is expected that new leaders will be ascending to positions at the head of at least two and possibly all three of the PRC’s three vertical political structures: the Chinese Communist Party; the state government bureaucracy; and the People’s Liberation Army (PLA). During a period likely to last into 2003, the succession process remains very much in flux. Some who follow Beijing politics have raised questions about how vigorously China’s current senior leaders will adhere to their self-imposed term limitations. Party Secretary Jiang Zemin, for instance, is expected to try to keep his position as head of China’s military on the grounds that the global anti-terrorism campaign and internal challenges to Chinese rule create a special need now for consistent leadership. -
Study Protocol and Statistical Analysis Plan
Xin Hua Hospital, Shanghai Jiao Tong University School of Medicine Research Protocol TITLE: the Mechanism of the Downregulation of Dopamine Receptor in Mechanical Ventilation Induced Lung Injury PROTOCOL ID: XH-17-011 SPONSOR: Xinhua Hospital, Shanghai Jiao Tong University School of Medicine INVESTIGATOR: Lai Jiang DOCUMENT DATE: August 1, 2017 1 Xin Hua Hospital, Shanghai Jiao Tong University School of Medicine Materials and methods 1.Patients recruitment Research protocol was approved by Xinhua Hospital Ethics Committee Affiliated to Shanghai Jiao Tong University School of Medicine. With written informed consents given by all patients, individual information and lung tissue samples were collected. Forty-six colorectal patients, 18 to 60 years of age, were recruited for this study, meeting all the inclusion criteria shown as followed: undergo elective lobectomy with general anesthesia and mechanical ventilation; classified as physical status I to III according to the American Society of Anesthesiologists Physical Status Classification System; Written informed consent is approved. Participating subjects with any one of criteria shown as followed were excluded: Distant metastases: recent anaesthetics or mechanical ventilation treatment; children; women during pregnancy or lactation; being involved in other clinical subjects. 2.Anesthetic management and mechanical ventilation General anesthesia protocol: anesthesia induction (midazolam 0.1mg/kg, sufentanil 0.5ug/kg, etomidate 0.3mg/kg, cisatracurium 0.2mg/kg); anesthesia maintenance [sevoflurane 1.5-3%, cisatracurium 0.1mg/kg/h, sufentanil is supplemented during the entire surgical procedure according to patients' anesthetic situation, dexmedetomidine (used conditonly) 0.4ug/kg/h]. Mechanical ventilation protocol: tidal volume 6-8 ml/kg, positive end-expiratory pressure 5 cmH2O, oxygen concentration 40%; respiratory rate 10-15/min, inspiratory/expiratory ratio 1:1.5.