Three students from the Pittsburgh Regional Science & Engineering Fair competed at Intel International Science & Engineering Fair last week. The Intel ISEF, the world’s largest international pre-college science competition, provides an annual forum for more than 1,500 high school students from over 70 countries, regions, and territories to showcase their independent research as they compete for more than $3 million annually. The Intel ISEF is the premier global science competition for students in grades 9–12.

Ryan Maurer, 18, Senior at Frazier High School
Project: Rocket Motor Test System -7000 

Rishi Mirchandani, 16, Sophomore at Fox Chapel Area High School
Project: Superadditivity and Subadditivity in Fair Division

Anishaa Sivakumar,14, Freshman at Franklin Regional High School
Project: Dictyostelium Discoideum- Novel Diagnostic Tool for Lung Cancer using VOCs

From left to right, Anishaa Sivakumar, Rishi Mirchandani, and Ryan Maurer.

Each student won a special award and two placed in their category.  Here are the details:

Anishaa Sivakumar was awarded a Grand Award of $500, an American flag and a framed copy of the first patent granted in the United States of America from the Patent and Trademark Office Society. The PTOS is a membership-based organization for Patent and Trademark professionals and other interested individuals. From its inception in 1917, the Society has been dedicated to the improvement and appreciation of the United States Patent and Trademark Systems through promoting the systems’ growth and well-being, as well as promoting the social and intellectual welfare of the Society members.

Rishi Mirchandani was awarded $500, 4th Place Grand Award in Mathematics.
He also won the 3^rd Place, $1,000, from Mu Alpha Theta, National High School and Two-Year College Mathematics Honor Society. Mu Alpha Theta was formed more than 50 years ago to develop strong scholarship in Mathematics and promote the understanding and enjoyment of the subject. The Mu Alpha Theta Award is given to the most challenging, thorough, and creative investigation of a problem involving mathematics accessible to high school students. Components of the investigation may include, but are not limited to, mathematical proof, mathematical modeling, statistical analysis, visualization, simulation, and approximation.

Ryan Maurer was awarded $1,000, 3rd Place Grand Award in Engineering: Electrical and Mechanical.

He also was awarded a renewable tuition scholarship of $12,500 from West Virginia University. West Virginia University awarded Academic Excellence or Presidential Scholarships to students whose research and academic aptitude align with WVU’s institutional goals and research interests. Classified as a Research University (High Research Activity) by the Carnegie Foundation for the Advancement of Teaching, West Virginia University offers 184 undergraduate and graduate degree programs in 14 academic colleges.

For more information, visit the Intel ISEF website at http://www.societyforscience.org/isef.

Dr. Matt Drake with a student.

A recently published book by Duquesne University business professor Dr. Matt Drake has been named to three different lists of essential new works on supply chain management (SCM).

Global Supply Chain Management (Business Expert Press, 2012), Drake’s first book, is an introduction to SCM basics with an emphasis on business operations in a global context. Though in print for little more than a year, it is considered recommended reading by:

• totalsupply, an e-newsletter for supply chain and logistics professionals, which selected Drake’s book as one of five recent noteworthy titles;

• StudyNation.com, an Indian higher education website that included the book on a list of essential reference works on the subject; and

• The Bridgefield Group, a Georgia-based organization providing supply chain consulting and education services for various industries, which calls the book recommended reading.

No other work on any of the lists was named on all three lists. The book is being used in classes at Bowling Green University and the University of Maryland.

Drake undertook writing the book after responding to a call for proposals from the publisher and accomplished the writing task during the summer of 2012. The publisher, Business Expert Press, which Drake said is relatively new to the marketplace, specializes in books for business professionals rather than for students, adding that their books tend to be timely and highly focused, “the kind of books that could be read on an international flight.”

Written for SCM-outsiders as well as specialists, the book has just four chapters. After introducing the subject, he delves more deeply into sourcing and transportation—the two SCM functions that often present significant challenges, particularly in a global business environment. Global Supply Chain Management also addresses sustainability, product tampering, fraud and deception, sweatshop labor and other ethical issues popping up in cross-border business deals.

Global Supply Chain Management is available from the publisher’s website and from Barnes & Noble and other book vendors. Individual chapter reprints are available through the website of the Harvard Business Publishing.

For more information, visit www.duq.edu.

James B. Hayden, M.D

J.C. Blair President & CEO Lisa Mallon is pleased to announce the appointment of James B. Hayden, M.D., as J.C. Blair’s first medical director.  As medical director, Hayden will work part time as a liaison between the medical staff and the Health System’s administration and board.  His primary focus will be related to clinical quality and the development of a medical care model that will meet the requirements of the Affordable Care Act.

Hayden joined J.C. Blair Medical Services in January, after serving as family physician and medical director of the Broad Top Area Medical Center, a Federally Qualified Health Center, for a number of years. Board certified in family medicine, he has been on the medical staff at J.C. Blair since 1986.  He currently sees patients in the new Huntingdon Family Care Center at 835 Washington Street in Huntingdon and at the Trough Creek Medical Care Center in Cassville.  He will continue to see patients in these practices.

“Dr. Hayden will be a tremendous help to me and the entire Health System, as we move forward in developing medical care that truly meets the needs of our community,” said Mallon. “He is very well respected by our physicians and knowledgeable about the “patient-centered medical home” model that is being promoted by the Centers for Medicare and Medicaid (CMS).”

Hayden earned his medical degree at Temple University School of Medicine and trained at Harrisburg Polyclinic Medical Center. Certified by the American Board of Family Practice, he cares for patients all of ages.

Hayden is a member of the American Medical Association, the American Academy of Family Physicians, Pennsylvania Medical Society, and National Association of Community Health Centers. He was named “Rural Health Hero of the Year” by the Pennsylvania Office of Rural Health in 2006.

For more than a decade, US sociologist Cathy Greenblat has been travelling the world studying the treatments offered to people with dementia. Her mother and two of her grandparents all developed the disease – and she wanted to understand more about the condition.

In her book – Love, Loss and Laughter – she tells positive stories of ageing, dementia and end-of-life treatment, across seven countries. Take a look at some of her touching images here, as she explains what she discovered.

Read more at BBC News.

By Scott Bachik and Jan Yanko

In these tough economic times, it’s more important than ever to ensure our healthcare system is organized with exceptional leadership that understands how to run the business side of a service line, while keeping the clinical patient care perspective top of mind.  But, too often, we come across homegrown managers with excellent clinical skills who lack any formal management and/or business training.  Although some succeed, far more fail due to a gap in understanding that the programs they manage must be managed as a business.

Whether working to manage patient care, aspects of a clinical program, or a hospital’s operations, program leadership must have access to key data points that aid decision-making in real-time.  In the absence of timely data, how are we to make informed decisions?  The phrase “you can’t manage what you can’t measure” has relevance…  Although there is truth in thinking that some important aspects of “the business of healthcare” cannot be measured, it remains important to effectively measure what can be quantified in order to ensure efficient operations and appropriate allocation of resources.

How can a manager be expected to effectively improve practice, or a clinician be asked to enhance the care of a patient in the absence of good data?  For instance, consider how the lack of timely data impacts the management and care in a stroke program.

In many instances, the data available to those tasked to manage a stroke program is derived from processes that still utilize paper charts or notes written on pieces of paper towel or even scrubs.  Further, this data typically lands in systems that are homegrown, retrospective, or functioning in a stand-alone environment.  In the less likely instance that the systems are integrated with others in an acute care setting, they’re often the result of an attempt to fit metrics specific to stroke patient care into a larger system—not specifically designed for the effective management of the stroke patient and program.  These efforts to address the gaps in good and timely data availability are admirable, but do not suffice for the complex needs of the patients, nor the diverse needs of the program leadership.

Improving the quality of patient care should no doubt be a primary goal of every stroke program in the country.  Unfortunately, many of the processes that impact efforts in quality improvement are hampered by data collection processes conducted retrospectively or processes that rely on caregiver’s memories.  A look-back approach does not allow providers to actually use the data to make decisions about patient care, which could positively affect the course of future care and outcomes.  By the time aggregate data is collected, analyzed, and reported, weeks or months may have passed.  All the while, factors causing poor performance and outcomes may go unnoticed.  In addition, the ability to draw upon memory to determine the root cause of decision-making becomes nearly impossible when working retrospectively.

Real-time data collection and availability, as found in Cerebros, Corazon’s Stroke Patient Management Solution, can eliminate these obstacles, making the data collection processes more relevant to the staff, while allowing providers to make better informed decisions that affect care delivery for these acute patients.  The result:  great potential for increased patient satisfaction, improved outcomes, and decreases in length of stay and cost.  With current healthcare technologies constantly improving and new technologies continually in development, concurrent data collection is not only possible, but realistically achievable…and perhaps should be obligatory.

As we continue to feel the economic pressures within the business of healthcare, we cannot lose sight that quality must come first.  While hospitals are continually being asked to do more with less, leveraging the latest technologies to provide the needed data on a real-time basis will no doubt assist in the care delivery process.  It is time to change the majority of our focus and effort from collecting and reporting historical data, to using real-time data in the delivery of ’best practice.’  So as the saying goes, “those with the data win!”…but in Healthcare, when hospitals collect and measure the right data in real-time, the patient wins as well!

Scott Bachik is a Senior Vice President and Jan Yanko is a Consultant at Corazon, Inc., a national leader in strategic program development for the heart, vascular, neuro, and orthopedics specialties, offering consulting, recruitment, interim management, and physician practice & alignment services to healthcare organizations across the country and in Canada.  To learn more, visit www.corazoninc.com or call 412-364-8200.  To reach the authors, email sbachik@corazoninc.com or jyanko@corazoninc.com.  

The Brix at 26 promises urban living at its best with upscale Class-G® “green” sustainable design, inviting on-site amenities and a super user-friendly location.

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By John Reddick AIA

We all knew a similar classmate in High School.  In my class it was Vince.  Vince and I attended the same junior-year first-period English Composition Class.  When the class was assigned yet another five paragraph essay Vince would blow off the topic brainstorming session. He would also skip the research, the outline, and the rough drafts.

Vince would pen the first draft – which was also his final product on the bus ride to school the morning the assignment was due.  A few days later, after the teacher had evaluated the work, Vince received a better mark than most of the class even though we had spent many evenings working diligently through the process.

Vince was representative of the truly gifted among us – the exception not the rule.  To the less gifted – our only option is to respect the process. Then work smart, and work hard, to make a positive difference in the world.  An effective process combined with time, diligence, and perseverance is the key to success.

As a healthcare architect my experience has shown that the design process, much like the process to create a five paragraph essay, requires time, diligence, and perseverance. Shortcuts often result in added time, money or an inferior product. Here is a brief description of the design process used for most healthcare construction projects.

The Master Plan

First and foremost the hospital leadership must establish the direction – Where does the institution want to be in five years?  A well-considered Master Plan can have a synergistic effect on the overall campus, hold design costs in-check, and provide built-in operational efficiencies.   The hospital leadership should establish an effective Master Plan and then work diligently not to take shortcuts during implementation.

Once the Master Plan is established, and if renovation or building is part of the solution, the owner must assemble a design team (see Healthcare News, Issue 11 / 2012, p. 21) and choose a delivery method (see Healthcare News, Issue 2 / 2013, p. 20). The architect typically is assigned the lead role. The owner’s project manager facilitates the process.

Schematic Phase

An effective programming effort establishes an architectural layout that is sized correctly and flows efficiently. The initial Schematic Plan is the first visual image of the user’s ideas.  It is not too early to consult the engineers and other stakeholders (i.e. security, and equipment vendors).  This phase sets the location, budget and schedule for the entire project.  This is the time to think big and measure the user’s wish list. Changes are expected. At the conclusion of the Schematic Phase the deliverables include a Schematic Floor Plan, a Preliminary Schedule, and Budget.  Only after owner sign-off should the process move forward.

Design Development Phase

With location, budget, and schedule established; the design team begins to add detail and depth to the Schematic Plan.  Aesthetics and materials are considered, building sections are created that coordinate disciplines (electrical, mechanical, and plumbing).  Potential show stoppers are identified and addressed.  Equipment selections are made.  An outline specification is completed.  The Preliminary Budget and Schedule are fine-tuned.  Design Development Documents continue to use a language understood by the users and provide the client with a visual expectation of the completed project.

Construction Document Phase

In theory all the user meetings have been completed and key decisions made before entering the Construction Document Phase.  In this phase the drafters assume the lead role as they define the quantity and location of the construction (with drawings) and the quality (with specifications).  The information is translated into the contractor’s language.  During this phase the design team will resist changes to previous decisions.  Additional fees may result if changes cause rework or more time than was initially budgeted. The deliverables include a set of Construction Documents that clearly define the design intent. The documents are used to bid the construction and to review with the regulatory agencies.

Bidding

By addendum the design team may be asked to clarify items or issue missing information.  Qualified bidders review the Bidding Documents and submit a cost to complete the work.  A Scoping Meeting with the apparent low bidder is critical to ensure the scope of work is understood.  At the conclusion of the bidding phase the successful bidder signs a contract with the owner to complete the construction.

Construction Administration

During the Construction Administration Phase the design team may be contracted to oversee the construction by visiting the site and attending weekly or bi-weekly Construction Meetings to ensure the work adheres to the drawings and specifications.  Review of shop drawings, material samples, and manufacturer information may also be a part of the construction administration services.   Changes resulting from unforeseen conditions, errors and omissions, or change in scope are processed. In the end -inspections are completed, occupancy permits issued, ribbons cut, and the users take ownership of their new space.

My senior year I tried to imitate my gifted classmate Vince.  I wrote an essay, not on the bus the morning the piece was due, but the evening before.  I tried to squeeze the process into a few hours.  Needless to say I did not sleep well that evening and the essay was nothing short of disaster.  And so it goes with the design process.  An effective process combined with time, diligence, and perseverance is the key to success.  Anything less, like my classmate Vince, is the exception not the rule.

John Reddick is a Registered Architect and Associate at Stantec Architecture and Engineering LLC.

John works in the Stantec Butler, Pennsylvania Office and can be reached at john.reddick@stantec.com.

Steve 
Stache (left) receives his award from Dr. Vasu Melepati.

Operating Room nurses help bring comfort to many people who will never know the names or faces of these dedicated health care professionals who play a significant role in helping to restore their health. Steve Stache, RN, an Operating Room nurse at Monongahela Valley Hospital, is one of those silent heroes.

Mr. Stache was surprised to receive recognition from an MVH physician during the hospital’s National Nurses Week celebration breakfast on May 9 for his contributions to the health and well-being of people throughout the world. Mr. Stache accompanied Vasu N. Malepati, M.D., an otorhinolaryngologist (a physician who specializes in disorders of the ears, nose and throat) and Chito M. Crudo, M.D. a general surgeon, on a medical mission to the Philippines in 2011.

“The award came as a complete surprise to me. ’I’ve worked with Dr. Malepati and Dr. Crudo for years and always wanted to volunteer for medical missions,” said the award recipient. “About four or five years ago I signed up for a mission but had to postpone it. When I was presented with the opportunity to travel to the Philippines with the two MVH physicians, the timing was perfect. It was a very rewarding experience. The staff of our hospital should feel very proud to know that supplies we took with us were put to great use in helping to treat the people in the Philippines.”

Dr. Malepati was impressed with Mr. Stache’s commitment to helping others. “It was truly a privilege and an honor for me to present the award to Steve,” said Dr. Malepati. “He is a very jovial and friendly person in the OR and a fine nurse. I know that his children have followed in his footsteps in medical careers — both his son and daughter are physicians — and I hope that they also follow in his footsteps to participate in medical missions with us.”

Mr. Stache has been a nurse at Monongahela Valley Hospital for the past 23 years. He lives in Charleroi with his wife, Cheryl, who is a teacher. They are the parents of Steven and Cassie who are physicians living in the Philadelphia area.

Friday June 14 in Pittsburgh’s South Side

The public is invited to “kick up its heels and kick off its summer” Friday evening June 14, when Family Hospice and Palliative Care presents Soul to Sole, 6-11 p.m. at J. Verno Studios, 3030 Jane St. in Pittsburgh’s South Side. Soul to Sole will feature live music from Pittsburgh’s favorite 70s, 80s and 90s R&B band, House of Soul. The evening will also feature dancing, food, drinks, an entertainment memorabilia silent auction sponsored by Huntington and prizes for the most outrageous “soles” (footwear), sponsored by Barefoot Wine and Bubbly.

Soul to Sole is the ideal event for anyone ages 18 to 108 who loves music, food, dancing, entertainment and fun. As far as the venue, reviews on Yelp.com call J. Verno Studios “as versatile as it is impressive,” “insanely gorgeous” and “fun.”

“Soul to Sole has something for everyone,” said Christine Jamison, Special Events Coordinator for Family Hospice. “Flavorful food stations, fun footwear contest, House of Soul band, and a celebrity-loaded silent auction, are guaranteed to be good for the soul.”

Soul to Sole will also feature a photo booth, so guests can create their own photographic keepsakes.

Another highlight of the event will be an entertainment-themed silent auction of autographed memorabilia, sponsored by Huntington. The silent auction is literally a list of “Who’s Who” when it comes to memorabilia. It includes autographed items from: Madonna, Bon Jovi, Justin Bieber, The Black Keys, Doobie Brothers, Fleetwood Mac, Green Day, Andrew McCutchen, Olivia Newton-John, Stevie Nicks, Carrie Underwood, Rod Stewart, Sandra Bernhard, David Sedaris, Pete Townshend, Diana Krall and more. Other prizes include a getaway to the Rock & Roll Hall of Fame as well as tickets to Pittsburgh-area attractions.

A variety of food at Soul to Sole will be provided by Bistro to Go, Just Cook It! and Casa Rasta. Other event sponsors include Huntington, UPMC, Trib Total Media, Barefoot Wine and Bubbly, Frank B. Fuhrer Wholesale,  Building New Hope, Culligan, Cura Hospitality/Sierra Mist, and Going Live with FCTV.

Proceeds from Soul to Sole benefit Family Hospice’s Future Fund, established by the non-profit organization to ensure that the scope of services provided to patients and families today are still available in decades to come.

Tickets for Soul to Sole are now on sale for $75 each and may be purchased by visiting www.FamilyHospiceSoul.com or calling 412-572-8812. Valet parking is available.

A winner of the American Hospital Association’s Circle of Life award for innovative care programming, Family Hospice and Palliative Care has been providing compassionate care to our area since 1980. As Pennsylvania’s largest hospice provider, Family Hospice serves nine counties in Western Pennsylvania, helping patients make choices about their care, supporting family and friends who are grieving and educating both professionals and the community about end-of-life issues. Family Hospice is an independent, non-profit, community-based organization accredited by The Joint Commission for meeting specific high-level performance standards and recognized nationally as a pioneer in programs such as Caregiver Training. Through a commitment to quality services, Family Hospice provides a complete continuum of care to patients and families. More information at www.FamilyHospice.com and www.Facebook.com/FamilyHospicePA.

When you ask someone who has received medical care at Monongahela Valley Hospital about the quality of their care, one of the first comments you will hear is “the nurses are so compassionate.” It takes a special type of person to be a nurse and MVH hires men and women who are among the best in their profession.

In celebration of National Nurses Week, May 6-12, MVH hosted a breakfast to honor its nurses. During the event, Mary Lou Murt, senior vice president of Nursing, presented the 2013 Cameos of Caring^® Award to Tony Cintron, RN, progressive care unit. This prestigious award is presented annually by the University of Pittsburgh’s School of Nursing to honor exceptional bedside nurses who work in acute care hospitals. Nurses throughout Western Pennsylvania nominate their co-workers who demonstrate excellence in nursing care, serve as advocates for patients and families and embody the essence of the nursing procession.

“Tony was nominated by his fellow nurses because he brings cheer and hope to his patients,” said Mrs. Murt. “He shows excellent leadership skills with patients, families and staff members, and acts as a mentor for students and new nurses. Tony is always willing to help others and he is respected by his colleagues.”

Nine MVH nurses were nominated for the Cameos of Caring Award.

“I wish that they all could receive the top honor because each one of these nurses is truly deserving of the award,” said Mrs. Murt.

The 2013 nominees include:

• Shannon Hawthorne, RN, 6-East. Ms. Hawthorne is a team player who is known for being sweet and compassionate and always willing to go above and beyond to provide great care.

• Linda Koceski, RN, 6-West. Ms. Koceski remains eager to learn as well as teach. She volunteers for continuing education opportunities and provides guidance to new nurses.

• Kevin Newman, RN, 7-West. Mr. Newman is a committed nurse who tries to help others regardless of what it takes to make it happen. He serves as a resource to all new nurses.

• Winona Redd, RN, Intensive Care Unit. Ms. Redd is known among patients for having a “soft touch” but among her peers she is known for having an inner strength that fuels her devotion to nursing.
• John Spencer, RN, Coronary Care Unit. Mr. Spencer’s communication skills enable him to effectively interact with patients, families and co-workers; and his kindness is a source of emotional support.
• Nancy Williamson, RN, SameDay Surgery. Ms. Williamson is described by her co-workers as a nurse who is committed to excellence and provides leadership and has a great impact on patients and families.

• Michelle Zeni, RN, Emergency Department. Ms. Zeni can adapt very quickly to the ever-changing, fast-paced atmosphere of emergency medicine.

• Cheryl Zippay, RN, Behavioral Health Unit. Ms. Zippay always puts the patients’ needs first and is not afraid to be an advocate on their behalf. Her colleagues describe her as having a remarkable attitude and uplifting spirit.

Monongahela Valley Hospital honored it employees, medical staff and board during the organization’s 41st Annual Service Awards Dinner on May 6 at the Willow Room in the Mon-Vale HealthPLEX in Rostraver.

Dale Varega, of Monongahela, received the 2013 Edward J. Protin Memorial Award, one of the hospital’s most prestigious honors.

Those eligible for the Protin Award have served the hospital for at least a decade, exhibited significant contributions to the health care system over and above what is required, and demonstrated the qualities of leadership, loyalty, compassion and empathy.

Monongahela Valley Hospital’s 2013 Protin Award Winner Dale Varega, of Monongahela, accepts his award at the hospital’s 41st Annual Service Awards Dinner on May 6 at the Willow Room in Rostraver, from last year’s winner, Mary Lou Murt, senior vice president of Nursing.

In the presence of more than 300 of their hospital peers, last year’s Protin Award recipient, Senior Vice President of Nursing Mary Lou Murt, presented Mr. Varega, a radiology technologist, with his award.

“This year’s Protin Award recipient is very committed to helping others at MVH and throughout the community,” said Mrs. Murt. “Our awardee is very confident in his priorities — family, church and work — he responds selflessly to the needs of others, be they children, adults or the elderly.”

Mr. Varega serves as a soccer coach; youth group counselor and food bank volunteer at his church, the Library Baptist Church Crossroads Ministries; he mentors students from local high schools and trade schools about health care careers and he donates regularly at American Red Cross blood drives.

He is a graduate of Monessen High School and attended Penn State New Kensington. He received an Associate degree and his American Registry of Radiologic Technologists certifications. He did his clinical at Mercy Hospital in Pittsburgh and worked at St. Margaret’s in Aspinwall before coming to MVH, where he has worked for 28 years.

The Protin Memorial Award was established in 1981 to perpetuate the memory of the late Edward J. Protin of Charleroi, former president of the hospital’s Board of Trustees and a longtime community leader in the mid-Mon Valley.

Another highlight of the evening was presenting the Diamond Award to employees, medical staff and board with 25 years of service.

Honorees included Thomas F. Brockmeyer, M.D., Ph.D., of Columbus, Ohio; Brenda Buchko of Monessen; Daniel M. Bursick, M.D., of Pittsburgh; Kimberly A. Fagioletti, RN, of Belle Vernon; Robert H. Ferguson, M.D., of Pittsburgh; Eric Fleming, of Bentleyville; Kamlesh B. Gosai, M.D., of Charleroi; Yvonne Janus, RN, of Belle Vernon; Barbara J. Johnson, LPN, of Brownsville; Rebecca R. Kahl, LPN, of Monongahela; Mary J. Lemenovich, LPN, of Vestaburg; Darryll Lenhart, of Charleroi; Mary B. Lucas, RN, of New Eagle; Janet L. Mancini of Monongahela; Carol J. May, NA, of Monongahela; Ellen Medlen, LPN, of Stockdale; Ron Medved, of Charleroi; William F. Mitnick, of Charleroi; Mary J. Petrosky, NA, of Charleroi; Joel F. Rach, M.D., of Charleroi; Susan K. Sawicky, RN, of Richeyville; Valerie J. Stack, LPN, of Donora; Gina M. Stobaugh of Monongahela; Mary F. Youger, RN, of Belle Vernon; and Laura J. Young, RN, of Monongahela.

In addition, the hospital honored 15 staff who had 20 years of service; 28 staff with 15 years of service; 32 staff members with 10 years and 70 with five years.

MVH leaders also honored 21 recent retirees and remembered 18 members of the hospital family who passed away during the last year.

Amber E. Barnato

A physician’s choice of words when talking with family members about whether or not to try cardiopulmonary resuscitation (CPR) if a critically ill patient’s heart stops may influence the decision, according to a study by University of Pittsburgh researchers in the June edition of Critical Care Medicine and now available online.

“It’s long been known that the way a choice is framed can influence people’s decisions,” noted Amber E. Barnato, M.D., M.P.H., M.S., lead author of the study and associate professor of clinical and translational science at the University of Pittsburgh School of Medicine. “Our study shows that the words physicians use may play an important role in determining critical end-of-life decisions.”

For this first-of-its-kind study, Dr. Barnato and her team recruited more than 250 adult children or spouses in eight cities: Boston, Atlanta, New York, Los Angeles, San Francisco, Dallas, Denver and Pittsburgh.

The participants took part in a Web-based survey involving a hypothetical situation in which a loved one was in the intensive care unit with a 40 percent chance of dying from sepsis, a dangerous bacterial infection. Some subjects were shown a photo of their loved ones to help them imagine the situation and heighten the emotional response. An actor portrayed a physician who held a virtual, interactive meeting with the family member. The “doctor’s” responses varied, using different words for the same scenarios. Additionally, some offered emotional support, and others offered only clinical information.

A key finding was that when participants were asked to choose between having their loved ones receive CPR if their hearts should stop — a treatment with a 10 percent chance of successfully reviving them — or the alternative, a “Do Not Resuscitate” (DNR) order, 60 percent chose CPR. When the alternative was described as to “allow natural death” instead of a DNR order, the number choosing CPR dropped to 49 percent.

When the actor cited “his own experience” about how most others handled such a situation, family members were more likely to choose what they believed was the common approach.

Using more empathic language did not influence CPR choice.

“Simple changes of words and perceptions about social norms resulted in large differences in CPR choices,” said Dr. Barnato. “The change in terminology from ‘DNR’ to ‘allow natural death’ already has been implemented in a health system in Texas. This study suggests that the change isn’t just window dressing — it makes a real difference in the choices that people make. We expect that it also may reduce feelings of guilt for choosing against CPR by making family members feel like they are doing something positive to honor their loved one’s wishes at the end of life, rather than taking something away from them.”

Robert M. Arnold, M.D., chief, section of palliative care and medical ethics at the University of Pittsburgh School of Medicine, co-authored the study.

The work was funded by the National Institute of Nursing Research.

Dr. Barry Byer founded CrossLink in 1993 and the organization became a 501(c)(3) in early 1997. CrossLink grew into an ecumenical humanitarian non-profit organization which has annually supplied medicines, medical equipment and supplies to approximately 350 mission teams and mission hospitals worldwide and in the United States. CrossLink shipped three to twelve containers every year.

In addition, CrossLink supplied disaster relief after hurricanes and other natural disasters, provided medications for 12 regional free clinics and was one of four organizations that in 2011 established the Culmore Clinic, a free clinic in northern Virginia.

BBF Va, Warehouse Coordinator, Dinita Thomas Baxter; BBF Va Director of Hospital Supply Program, Ruth Anderson; BBF Mission Trip Coordinator Kevin Meszaros; BBF Trustee Dr. Barry Byer, MD; BBF Medical Program Coordinator Ilva Letoja; BBF President Luke Hingson and BBF Va Director of Accounting/Inventory of Hospital Supply Program, Debbie Baucom

Dr. Byer was personally drawn to the mission field after Hurricane Mitch devastated areas of Central America in 1998. Later that year, he founded the Virginia Hospital Center Medical Brigade. For the past 14 years, this organization has sent teams numbering from five to 85 healthcare professionals and support personnel making nine to twelve trips a year to Honduras providing high-impact medical missions and sustainable healthcare models to the underserved. CrossLink ably supplied all of these trips to Honduras, sending only what was needed and useful to the mission field.

After almost twenty years of experience, CrossLink closed its doors on September 30, 2012 due to a lack of funds. In the following month, BBF President Luke Hingson heard that CrossLink had closed and arranged to visit with Dr. Byer. The two organizations have a very similar medical mission and BBF  already had been considering expansion.

BBF is proud to announce that a new BBF location is opening in northern Virginia and three of the former employees of CrossLink are new BBF staff members. Dr. Byer is a newly elected BBF Trustee and will be helping with BBF’s new efforts in Virginia and around the world.

The mission of Brother’s Brother Foundation is to promote international health and education through the efficient and effective distribution and provision of donated medical, educational, agricultural and other resources. All BBF programs are designed to fulfill its mission by connecting people’s resources with people’s needs.

For more information, visit http://www.brothersbrother.org.