Influence of the missing vehicle and cdc only delta-v reconstruction algorithms for prediction of occupant injury risk - biomed 2009.

Delta-V, the change in velocity of a vehicle, is a widely used predictor of occupant injury in vehicle collisions. In real worldv crashes, delta-V is commonly estimated from measurements of vehicle deformation using absorbed energy based methods. The accuracy of these estimates is highly dependent on the availability of deformation measurements for both vehicles involved in a crash. Specialized algorithms have been developed for those cases in which complete information is not available from a crash (e.g. the missing vehicle algorithm) or has been estimated (e.g. the collision deformation classification, or CDC only algorithm). The objectives of this study are to evaluate (1) the accuracy of the missing vehicle and CDC only algorithms and (2) the influence of these algorithms upon estimates of occupant injury risk. The approach is to develop and critically evaluate occupant injury risk curves using the standard, missing, and CDC only reconstruction algorithms for 1899 real vehicles extracted from the National Automotive Sampling System / Crash Data System for 2006.

Attitudes of clinical faculty about career progress, career success and recognition, and commitment to academic medicine. Results of a survey.

OBJECTIVE: To assess attitudes about career progress, resources for career development, and commitment to academic medicine in physician faculty at an academic medical center who spend more than 50% of their time in clinical care. DESIGN: Faculty survey. SETTING: Academic medical center and associated Veterans Affairs medical center. RESULTS: A total of 310 physician faculty responded to the survey. Half of the faculty reported spending 50% or less of their time in clinical care (mean, 31% of time) (group 1) and half reported spending more than 50% of their time in clinical care (mean, 72% of time) (group 2). Group 2 faculty had one third of the time for scholarly activities, reported slower career progress, and were less likely to be at the rank of professor (40% and 16% for groups 1 and 2, respectively; P<.001) or to be tenured (52% and 26%, respectively; P<.001) despite similar age and years on faculty. Group 2 faculty were 50% more likely to report that tenure and promotion criteria were not reviewed at their annual progress report (P =.003) and that they did not understand the criteria (P<.001). Group 2 faculty valued excellence in patient care over scholarship and national visibility. Group 2 faculty reported greater dissatisfaction with academic medicine and less commitment to a career in academic medicine. CONCLUSIONS: Physician faculty who spend more than 50% of their time in clinical care have less time, mentoring, and resources needed for development of an academic career. These obstacles plus differences in their attitudes about career success and recognition contribute to significant differences in promotion. These factors are associated with greater dissatisfaction with academic medicine and lower commitment to academic careers.

Financial analysis of telecardiology used in a correctional setting.

The aim of this study is to evaluate the cost savings of 3 years of telecardiology used in a prison. This study compares the cost per visit of providing cardiology services by telemedicine (telecardiology) to patients at Powhatan Correctional Center of the Virginia Department of Corrections (PCC) and the cost of providing traditional cardiology services at the cardiology clinic of the Medical College of Virginia Campus of Virginia Commonwealth University (MCV Campus). During 1996 to 1998, telecardiology visits increased from 24 per year to 86. In this study, lower use of telecardiology services in 1996 resulted in higher cost per visit of $189. This was $45 more than the cost of traditional cardiology in the cardiology clinic at the MCV Campus. In 1997 and 1998, however, higher utilization of telecardiology services decreased the cost per visit to $135 and $132, respectively. This resulted in a cost saving with telecardiology of $15 per visit in 1997 and $46 per visit in 1998. Because the vast proportion of telemedicine operating costs are fixed, increased utilization causes reduced cost per visit and results in a cost saving compared with providing these services via a non-telemedicine program.

Cost-minimization analysis: A follow-up study of a telemedicine program.

OBJECTIVE: To present the follow-up findings to a cost-benefit analysis of telemedicine subspecialty services provided between the Powhatan Correctional Center (PCC) of the Virginia Department of Corrections and the Medical College of Virginia Campus of Virginia Commonwealth University (MCV Campus). METHODS: Costs included those of operating the telemedicine system, transportation, litigation avoidance, and the medical care itself. RESULTS: Over a 12-month study period, the total number of consults completed through telemedicine was 290. The cost per visit of treating inmates at the MCV Campus clinics was $401. The cost per visit of treating inmates at PCC via telemedicine was $387, a net saving of $14 per visit with the use of telemedicine. CONCLUSION: As a result of implementing telemedicine, the Department of Corrections for the State of Virginia was able to achieve a cost saving of $14 per visit. Nonmonetary cost savings, such as greater security and increased access to care, should be considered a net benefit as well.

Does closed circuit television still apply? A utilization and management study.

A recent utilization study of the closed circuit television system conducted by the Visual Education Department, Medical College of Virginia Campus, Virginia Commonwealth University, revealed that most of the videotapes were played to the three major campus educational buildings. As a result of the study the university will continue CCTV service to classrooms and laboratories in these high-use buildings. However, in an effort to cut costs and manpower, TV self-service has been implemented or increased in three locations.

Profile, data, and management of two learning resource centers, 1970--1978.

Eight years' data have been collected in the operation of learning resource centers (LRCs) for medical and dental students at the Medical College of Virginia Campus, Virginia Commonwealth University. Data present evidence of high utilization of facilities and materials, including the successful use of small group cluster carrels. Management concepts and strategies to account for the data are identified and the LRC profile discussed for an understanding of how the strategies are implemented. These management concepts--responsiveness to students, interaction with faculty, and delivery of coordinated service--are transferable to other institutions and serve as guidlines for efficient management of LRC space, staff, equipment, and acquisition in support of medical and dental school curricula.

Management of a learning resource center: a seven-year study.

Data compiled over seven years present evidence that small-group or "cluster" carrels are successfully utilized by medical students in a learning resource center (LRC) and, therefore, should be considered to be an efficient method of managing space, software, and hardware. Three management concepts account for high utilization of an LRC operated as a service in support of a medical school curriculum. Of special importance is the interaction of LRC staff with faculty, which directly accounts for a collection relevant to the curriculum. The other management concepts are responsiveness to students and delivery of services that support production and distribution of print and audiovisual resources for student learning.