View allAll Photos Tagged nephrology
One of my last photos taken with a 35mm film camera. Fire smoke making unusual colors in the hills above Claremont, Southern California.
www.healio.com/news/nephrology/20221101/davita-stock-plun...
The ballot title is as follows:
"Requires on-site Licensed Medical Professional at Kidney Dialysis Clinics and Establishes Other State Requirements. Initiative Statute"
Deepest sympathies for those requiring treatment. The American healthcare system is for profit, not patients. But look, what a view, opulent palms.
I walked over to look at the drip irrigation and noticed a pile of spent syringes.
Three or four bees in repose on purple flowers in a shady mass of vine. A soft breeze made the bamboo sway, and their leaves swayed too, I never noticed that before.
Import the heic (an inane or perhaps brilliant file type) into Lightroom and scroll down to Calibration, turn up Blue Primary Saturation to + 65.
To strike a scrolling eye, and invite them in.
AAPC 2016, Advanced Anaesthesia & Pain Conclave at Sir H. N. Reliance Foundation Hospital and Research Centre
The Department of Anaesthesia & Pain Management is delighted to announce the Advanced Anaesthesia & Pain Conclave (AAPC- 2016), which will take place from Jan 23 - 24, 2016 in Mumbai.
Instruction Manual for Android Users of RFHApp©
Child Kidney Specialist in Mumbai
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Reminder: No known copyright restrictions. Please credit UBC Library as the image source. For more information see digitalcollections.library.ubc.ca/cdm/about.
Date: 1941
Notes: This bookplate's design features a lakeside camping scene with mountains visible in the distance. It is framed by Scottish thistles. Above the scene are three logos representing the Royal Army Medical Corps, the University of Toronto, and Johns Hopkins University. A globe and stack of books are featured in the lower left corner and a small escutcheon of the University of Toronto sits at the bottom centre of the design. The creator of the bookplate is listed as W. W. A. ; Bookplate Type : Pictorial ; Bookplate Function : OwnershipNorman M. (Macdonnell) Keith, M.D., b. 1885 attended the University of Toronto and was part of the Royal Army Medical Corps (RAMC) in the first World War. Keith also worked for the department of Urology at Johns Hopkins Hospital in Baltimore, MD. According to John L. Graner, who authored a historical vignette on Leonard Rowntree, while at Johns Hopkins, Keith collaborated with Rowntree, Samuel Amberg and Reginald Fitz. As a result of this previous experience, Keith was ultimately recruited to work at the Mayo Clinic by Rowntree (who served as Chief of the Department of Medicine for the Mayo Foundation). With Amberg and Fitz, Keith became a member of the 'Rowntree Group.' This group was credited with firmly establishing the clinic's research tradition, and with the institution of new subspecialty sections with a stronger research concentration. Keith's work focused on nephrology, hypertension and kidney disease and he published several works in these areas. ; Manuscript Notes : Dr. Norman Mayo Clinic / nephew of W. W. G. / veteran Great War / Graduate Toronto University / Johns Hopkins Baltimore ; Personal
Source: Original Format: University of British Columbia. Library. Rare Books and Special Collections. Thomas Murray Collection
Permanent URL: digitalcollections.library.ubc.ca/cdm/ref/collection/book...
Joseph McDonald House, 310 East Military Avenue, Fremont, Nebraska. Joseph D. McDonald built this house in 1888 for $31,000. Listed in the National Register of Historic Places, the building is said to be a great example of Queen Anne architectural style. It has three floors and 29 rooms. The structure also has many original architectural elements including stained glass windows, wood beams in a lattice design on the ceilings, wood floors, intricate trim detailing and a grand staircase. The Canadian-born McDonald was a prominent railroad contractor and banker. Only 20 when he came to the United States, he later moved to Nebraska in 1886. That year, the firm of Miller and McDonald built the railroad line from Fremont to Lincoln, and part of the Scribner branch. Two years afterward, McDonald was part of a firm responsible for constructing several railroad lines in Nebraska, Kansas and Colorado. He organized the Fremont Manufacturing Company and was a director of Fremont National Bank. In 1896, McDonald committed suicide in the northwest room in the garret of the house. The Fremont Weekly Herald reported McDonald had persuaded a number of friends to go in with him on purchasing mining stock and blamed himself when the venture lost several thousand dollars. Since then the building has been a hospital, a funeral home, an interior decorator, and now it's the home of Nephrology Care LLC and Bryce H. Lund, MD.
A nice camp a few hours 4WDing out of Newman..
one of two copies! With the #VelcroPalace on a #roundAustraliawithSpelio
IMG_8334. With #Smoky60Series ... And the #VelcroPalace AKA Scruby, the camper trailer, Australian made!
The campsite Andrew missed... youtu.be/nlY3tuXlEsU
Namatjira Ghost Gums near Alice Springs, destruction… www.smh.com.au/national/suspicious-blaze-destroys-namatji...
nalysis of BHP's Profitability in Newman and the Absence of a Dialysis Hostel for Local Indigenous Peoples
1. Executive Summary:
BHP, a major global mining company, generates substantial profits from its iron ore operations near Newman in the Pilbara region of Western Australia. These operations have consistently delivered high returns, contributing significantly to both the company's overall financial performance and the revenue of the Western Australian government. Simultaneously, the Indigenous population in the Newman area and the broader Pilbara region experiences a disproportionately high prevalence of chronic kidney disease, often leading to a critical need for dialysis treatment. While BHP has engaged in various community development initiatives in the region, including some contributions to healthcare infrastructure, a dedicated dialysis hostel to accommodate Indigenous patients from remote communities requiring regular treatment in Newman has not been established despite a clear and persistent need. This report examines the interplay between BHP's profitability, the healthcare needs of the local Indigenous population, the company's existing community contributions, the complexities of establishing a dialysis hostel in a remote area, the roles and responsibilities of mining companies and government in healthcare provision, differing perspectives on corporate social responsibility, existing partnerships, and the history of proposals related to a dialysis hostel in Newman. The analysis aims to provide a comprehensive understanding of the factors contributing to this apparent disparity and to offer informed recommendations for addressing the identified gap in healthcare infrastructure.
2. BHP's Iron Ore Operations and Profitability in the Pilbara:
BHP's presence in the Pilbara region of Western Australia, particularly its Newman Operations, forms a cornerstone of its global iron ore business. Operating since 1968, Newman Operations, encompassing Newman East and Newman West, contribute a significant volume of approximately 78 million tonnes to BHP's total annual iron ore production. The Pilbara itself is a critical global source of iron ore, with Western Australia being the largest supplier worldwide, accounting for over a third of the global supply. BHP's contribution to this sector is substantial, representing a significant portion of the state's exports and employing a considerable number of people in the region.
The financial performance of BHP's iron ore operations in the Pilbara is consistently strong. In the fiscal year 2024, the company achieved record production volumes at Western Australia Iron Ore (WAIO), solidifying its position as the lowest-cost major iron ore producer globally. This efficiency translates directly into high profitability, with WAIO consistently achieving Underlying EBITDA margins exceeding 50% for the past eight years, reaching 54% in FY24. The company's overall revenue in FY24 saw a 3% increase to US$55.7 billion, primarily driven by higher realized prices for key commodities, including iron ore, and increased sales volumes. The underlying attributable profit for the same period was US$13.7 billion, a 2% increase year-on-year. These figures underscore the immense profitability of BHP's operations in the Pilbara region. Furthermore, BHP is a major contributor to government revenues in Australia. In FY24, total payments to governments amounted to US$11.2 billion. While the specific contribution from WA is not isolated in this figure, data from FY23 indicates that Australia accounted for the largest share of BHP's global economic contribution (US$40.4 billion) and government payments (US$12.1 billion). BHP also invests significantly in community development in Western Australia, allocating US$518 million in FY23 towards such initiatives.
The consistent status of BHP's WAIO as a low-cost producer with remarkably high profit margins year after year indicates a robust and financially powerful operation in the Pilbara. This sustained financial strength over an extended period suggests that the company possesses a significant capacity to allocate resources towards initiatives that benefit the communities in which it operates, beyond its core mining activities. The substantial contribution of BHP's operations to the revenue of the Western Australian government also highlights the significant economic influence of the company in the region. This interdependence raises important considerations about how these government revenues are utilized and the shared responsibility between the government and BHP in addressing the needs of the communities impacted by mining.
Table 1: BHP's Key Financial Indicators for Western Australia Iron Ore (WAIO)
Financial YearIron Ore Production Volume (Million Tonnes)Revenue (US$ Billion)Underlying Attributable Profit (US$ Billion)Underlying EBITDA Margin (WAIO)Total Payments to Governments (Australia) (US$ Billion)Community Development Investment (WA) (US$ Million)
FY23257 53.8 13.4 54% 12.1 518
FY24266 55.7 13.7 54% 11.2 Data not yet released
Note: Revenue and Underlying Attributable Profit are for the entire BHP Group, but iron ore from WAIO is a major contributor. Community Development Investment data for FY24 will be released later.
3. The Prevalence of Kidney Disease and the Need for Dialysis Among Indigenous People in Newman:
Chronic kidney disease (CKD) poses a significant health challenge for Indigenous Australians, with prevalence rates considerably higher than those of their non-Indigenous counterparts. Data from 2012-13 revealed that nearly one in five Indigenous Australian adults exhibited biomedical signs of CKD, a rate twice as high as that for non-Indigenous adults. The likelihood of developing CKD increases with age and is particularly elevated among individuals residing in remote areas. Alarmingly, Aboriginal people living in remote regions experience incidence rates of end-stage kidney disease that can be up to 20 times the national average.
This higher prevalence of CKD directly translates to a disproportionate need for kidney replacement therapy, including dialysis. Hospitalization rates for dialysis care are eleven times higher for Indigenous Australians compared to non-Indigenous Australians. Similarly, the incidence of kidney failure requiring replacement therapy is six times as high for Indigenous Australians. As of December 2021, 85% of Indigenous Australians receiving kidney replacement therapy were undergoing dialysis.
While specific data on the prevalence of kidney disease among Indigenous people in Newman is limited within the provided research material, the established pattern of higher rates in remote areas strongly suggests that the Indigenous community in Newman and the broader Pilbara region faces a similar, if not more severe, burden of CKD. The very existence of a specialist partnership with the Puntukurnu Aboriginal Medical Service (PAMS) in Newman, focused on improving the detection and treatment of kidney disease, underscores the significance of this health issue within the local Indigenous population. Data from the Shire of East Pilbara in 2021 indicates that 1.5% of Aboriginal and Torres Strait Islander persons reported having kidney disease. However, this figure likely represents only those who are aware of their condition, as a substantial number of individuals with early-stage CKD remain undiagnosed.
The consistently reported and significantly elevated rates of CKD and the subsequent need for dialysis among Indigenous Australians, particularly in remote regions such as the Pilbara, highlight a critical and long-standing health inequity. This disparity is not a marginal difference but a substantial order of magnitude, indicating systemic factors and an urgent need for accessible and culturally appropriate treatment options. Furthermore, the considerable number of Indigenous individuals with CKD who are unaware of their condition until later stages emphasizes the critical importance of not only providing treatment facilities like dialysis but also implementing robust early detection and preventative health programs within these communities. A dialysis hostel, while essential for those with end-stage kidney disease, represents just one component of a comprehensive strategy needed to address this health crisis.
Table 2: Comparison of Kidney Disease Prevalence and Treatment Rates: Indigenous vs. Non-Indigenous Australians
MetricIndigenous AustraliansNon-Indigenous AustraliansRatio (Indigenous : Non-Indigenous)Snippet(s)
Adults with Biomedical Signs of Chronic Kidney Disease (2012-13)~18%~10%~1.8 : 1
Rate of Hospitalization for Dialysis453 per 1,00042 per 1,000~10.8 : 1
Incidence of Kidney Failure Requiring Replacement Therapy41 per 100,000~7 per 100,000~5.9 : 1
Treatment Rate for End-Stage Kidney Disease (2017)8.8% of all patients91.2% of all patients~1 : 10.4 (as proportion of total)
Note: Ratios are approximate based on the provided data.
4. BHP's Current Community Development and Health Initiatives in Newman:
BHP actively engages in community development initiatives in Western Australia, demonstrating a commitment to the regions where it operates. In FY23, the company invested a significant sum of $518 million in community development projects across the state. This investment encompasses a range of programs, including direct contributions to social initiatives and support for numerous local organizations through their community grants program. The BHP WA Community Grants program specifically provides ongoing support to not-for-profit entities in areas like Newman, focusing on initiatives that promote positive community, environmental, and economic development, aligning with their objective of fostering thriving and empowered communities.
Within Newman, BHP has made notable contributions to healthcare infrastructure and services. A significant example is their $15 million contribution towards the development of the new $61.4 million Newman Health Service. This modern facility offers a range of essential services, including an emergency department, inpatient beds, and a dental clinic, representing a substantial enhancement to the local healthcare system. Recognizing the specific and pressing need for dialysis services within the community, BHP committed $1.9 million in 2021 to the Puntukurnu Aboriginal Medical Service (PAMS) for the establishment of a dedicated dialysis clinic located within the PAMS healthcare center in Newman. This purpose-built clinic is the first of its kind in the town and has the capacity to treat up to ten patients daily, providing crucial access to specialized dialysis treatment. Further supporting PAMS, BHP has also funded additional General Practitioners to address the high demand for primary healthcare services in Newman. During the COVID-19 pandemic, BHP also provided essential medical supplies, such as rapid antigen tests and surgical masks, to PAMS for distribution within Newman and surrounding communities. BHP's partnership with Telethon has also channeled funds to the Upstream Health Project, managed by PAMS, which delivers culturally appropriate maternal and child health services in the East Pilbara region.
Beyond direct healthcare investments, BHP supports other initiatives in Newman that have indirect positive impacts on health and well-being. They partner with the Newman Neighbourhood Centre, providing financial support for various community programs and subsidizing childcare fees, thereby contributing to the overall well-being of families and children. This center serves as a vital hub for community connection and provides access to a range of essential services, including a community nurse. BHP is also a key partner in the Pilbara Education Partnership, investing in educational services within public schools in Newman and the surrounding areas. Improved educational outcomes are recognized as having long-term positive effects on health literacy and overall quality of life. Furthermore, through a collaborative effort with Fortescue and the WA Government, BHP is investing in the Pilbara Safe Spaces program in Newman. This initiative aims to provide safe environments for vulnerable youth and connect them with crucial support services, including an Indigenous Healing Service, addressing social determinants of health that can significantly impact mental and physical well-being. BHP also partners with Wanslea to enhance the availability of affordable childcare services in regional Western Australia, including the Pilbara, which can positively impact the health and well-being of families.
While BHP has made considerable financial contributions to the healthcare infrastructure in Newman, particularly through the funding of the dialysis clinic at PAMS, the persistent need for a dedicated hostel for dialysis patients suggests a potential gap in fully addressing the needs of individuals traveling from remote communities for treatment. The existing clinic, while essential, may not adequately support patients requiring frequent and potentially extended treatment periods who lack suitable accommodation in Newman. BHP's broader community investments, while valuable and contributing to the overall well-being of the community, may not directly address the immediate and specific need for accommodation for dialysis patients from remote areas.
Table 3: BHP's Key Community Development and Health-Related Investments in Newman
Project NameAmount of Funding (if specified)Year of Investment/Partnership (if specified)Brief Description of Project's FocusSnippet(s)
Newman Health Service$15 million2023 (opening)Contribution to a new state-of-the-art hospital facility
PAMS Dialysis Clinic$1.9 million2021Establishment of the first dialysis clinic in Newman
Additional GPs for PAMSFunding provided2022Funding for additional medical professionals to support primary healthcare services
Pilbara Education Partnership$12 million (over 4 years)2025 (extension)Partnership to enhance education services and outcomes in public schools in the Pilbara, including Newman
Pilbara Safe Spaces ProgramUp to $22 million (joint with FMG)2025 (commencing)Initiative to provide safe spaces for vulnerable youth in Hedland and Newman, including healing service
Newman Neighbourhood CentreFunding providedOngoingPartnership supporting various community programs and subsidizing crèche fees
Upstream Health Project (PAMS)Boost from $5.5 million donation2024 (donation year)Culturally appropriate maternal and child health service in the East Pilbara
Newman Day Care Centre Upgrade$20,000 (community grant)2023Upgrade to outdoor play areas at the daycare center
5. The Costs and Logistical Considerations of Establishing a Dialysis Hostel in Remote WA:
Providing dialysis treatment, especially in remote regions like Newman, entails significant financial investment and logistical planning. In 2009, the estimated annual cost for one person receiving in-center dialysis was approximately $80,000, with expenses potentially higher in rural and remote areas. More recent data from 2015-2016 indicated that the annual per-patient cost for hemodialysis in remote satellite units ranged considerably, with a median cost of around $99,888 per year. Notably, remote services often face higher operational costs, primarily driven by increased staffing expenses.
Establishing the necessary infrastructure for both dialysis treatment and accommodation also requires substantial capital expenditure. In 2016-2017, the construction of a 20-bed renal hostel in Derby cost $6.3 million, while a four-chair renal dialysis unit in Fitzroy Crossing was built for $3.6 million. A more recent example is the $7.4 million investment in a new renal hostel in Kalgoorlie, with capital funding provided by the Commonwealth Government and ongoing operational costs covered by the WA Government.
Operating a dialysis hostel in a remote setting like Newman presents a unique set of logistical challenges. These include ensuring consistent staffing with qualified medical professionals trained in dialysis treatment, maintaining reliable utilities (water, electricity), providing regular cleaning and maintenance of the facility, and securing adequate insurance coverage. Transportation of patients from their often-remote communities to the hostel and then to their dialysis appointments is another significant logistical and financial factor that needs to be carefully considered. Furthermore, it is crucial to provide culturally appropriate and comfortable accommodation for patients who may be away from their families, communities, and familiar support networks for extended periods while undergoing treatment. The accommodation itself needs to be conducive to the health and well-being of patients with compromised immune systems.
The considerable capital costs associated with building renal hostels and the substantial annual per-patient cost of dialysis treatment highlight the significant long-term financial commitment required to establish and operate a dialysis hostel in Newman. This suggests that a sustainable solution would likely necessitate a collaborative funding approach involving contributions from various stakeholders, including potential capital funding from mining companies like BHP and a commitment from the government to cover ongoing operational expenses. The higher operational costs typically encountered in remote areas underscore the challenges of attracting and retaining qualified medical staff and managing the complex logistics involved in delivering healthcare services in such settings. Any plan for a dialysis hostel in Newman must carefully consider these staffing and logistical complexities to ensure its long-term viability and effectiveness. The successful establishment of renal hostels in other remote communities within Western Australia, such as Derby, Fitzroy Crossing, and Kalgoorlie , offers valuable insights and potential models for developing a similar facility in Newman, particularly regarding funding frameworks and operational considerations.
Table 4: Capital Costs of Renal Hostels and Dialysis Units in Remote Western Australia
LocationType of FacilityNumber of Beds/ChairsCapital Cost (Million AUD)Year of CompletionFunding SourcesSnippet(s)
DerbyRenal Hostel206.32017WA State Government
Fitzroy CrossingDialysis Unit43.62017WA State Government
KalgoorlieRenal HostelNot specified7.42020 (completion)Commonwealth Government (capital), WA Government (ops)
6. The Roles and Responsibilities of Mining Companies and Government in Healthcare Provision:
In Australia, the provision of healthcare services is primarily the responsibility of the government, at both the federal and state levels. This includes ensuring access to essential medical services for all citizens, irrespective of their location, including those residing in remote mining regions. The Western Australian government's commitment to funding the ongoing operational costs of renal hostels in regional centers like Kalgoorlie exemplifies this fundamental responsibility.
However, mining companies also have certain responsibilities related to the health and well-being of the communities in which they operate. Legally, mining companies are obligated to ensure the safety and health of their employees and contractors within the workplace. This includes implementing comprehensive occupational health and safety standards, conducting regular health assessments for workers exposed to specific occupational hazards, and actively monitoring for the development of work-related diseases. These legal obligations are typically mandated through state-based legislation, such as the Mines Safety and Inspection Act 1994 in Western Australia.
Beyond these legal requirements, the concept of a "social license to operate" has gained increasing prominence in the mining industry. This concept recognizes the need for mining companies to earn and maintain the acceptance and support of local communities and stakeholders, particularly Indigenous communities, who are often directly impacted by mining activities. Corporate Social Responsibility (CSR) extends beyond legal compliance and encompasses a broader range of voluntary actions and commitments undertaken by companies to address the social and environmental consequences of their operations and to contribute positively to the well-being of their stakeholders. This can include investments in community health initiatives, educational programs, and infrastructure development. The Minerals Council of Australia (MCA) acknowledges the importance of mining companies fostering opportunities that lead to improved health and economic outcomes for Indigenous communities.
The World Bank emphasizes that ensuring the health of local communities in mining regions is a shared responsibility between mining companies and government health authorities, advocating for joint prioritization and aligned interventions. In Australia, a growing trend involves collaborative partnerships where mining companies work in conjunction with government agencies, Indigenous organizations, and healthcare providers to address specific community needs.
While the government bears the primary responsibility for ensuring healthcare access for all citizens, the significant economic influence and substantial presence of mining companies in regions like the Pilbara create an environment where these companies are often expected to contribute to the well-being of the communities in which they operate, extending beyond their direct workforce. This expectation is particularly pronounced when addressing the health needs of Indigenous communities who may be disproportionately affected by health issues, such as the high prevalence of kidney disease. The legal health responsibilities of mining companies are primarily focused on their employees and the management of occupational health hazards. The health needs of the broader community, while increasingly falling under the purview of social responsibility, occupy a less clearly defined area of obligation. This ambiguity can lead to ongoing discussions regarding the appropriate level of involvement for mining companies in addressing community health issues like the significant dialysis needs of Indigenous people in Newman.
7. Perspectives on the Social Responsibility of Mining Corporations Towards Indigenous Health:
There are varying perspectives on the extent to which mining corporations like BHP bear social responsibility for the health and well-being of Indigenous communities in the regions where they operate. One perspective argues strongly that due to the significant impact of mining operations on the environment and social fabric of Indigenous lands, companies have a profound ethical obligation to contribute to the health and well-being of these communities. This viewpoint emphasizes that addressing the substantial health disparities faced by Indigenous Australians, including the alarmingly high rates of kidney disease, aligns with broader national goals of reconciliation and closing the gap in health outcomes. Furthermore, proponents of this view argue that highly profitable companies like BHP possess a greater capacity, and therefore a greater responsibility, to invest in the communities that contribute to their success. Such investments can also foster stronger relationships and secure a more sustainable social license to operate.
Conversely, another perspective posits that the primary responsibility for providing healthcare rests with the government, which is funded by taxes and royalties paid by corporations like BHP. From this viewpoint, mining companies fulfill their primary social responsibility by generating economic activity, providing employment opportunities, and contributing to government revenue through taxes and royalties, which can then be allocated to public services, including healthcare. Defining the precise boundaries of a corporation's social responsibility can be challenging, and some argue that overreach could potentially blur the lines between corporate and governmental roles in service provision.
Critical perspectives on CSR in the mining sector raise concerns about the genuine impact of these initiatives. Some research suggests that CSR efforts can sometimes be strategically employed to enhance a company's public image or to manage regulatory requirements, rather than stemming from a deep-seated commitment to community well-being. There are also instances where legally mandated obligations or standard operational expenses are presented as acts of corporate philanthropy. The actual effectiveness of CSR programs in addressing the specific needs and concerns of Indigenous stakeholders, particularly those most directly affected by mining operations, has also been questioned.
The debate surrounding the social responsibility of mining corporations in relation to Indigenous health is intricate, encompassing ethical considerations, legal frameworks, and economic realities. There is no universally agreed-upon definition of the appropriate level of responsibility for a mining company in this context. The potential for CSR initiatives to be used for public relations purposes or to manage legal obligations underscores the importance of transparency, accountability, and genuine partnerships with Indigenous communities to ensure that social responsibility efforts yield meaningful and sustainable benefits.
8. Existing Partnerships and the History of Dialysis Hostel Proposals in Newman:
BHP has established several partnerships in Newman that aim to support healthcare and community well-being. Their collaboration with the Puntukurnu Aboriginal Medical Service (PAMS) is a significant example, involving a substantial $1.9 million contribution towards the establishment of the first dialysis clinic in Newman. This partnership also extends to ongoing support, including funding for additional General Practitioners to serve the community. Furthermore, BHP has partnered with the Western Australian government on various community initiatives, including their $15 million contribution to the new Newman Health Service. They are also collaborating with Fortescue and the Cook Government, along with Aboriginal Community Controlled Organisations (ACCOs), on the Pilbara Safe Spaces program in Newman. BHP also supports the Newman Neighbourhood Centre through funding for their diverse programs and has a long-term partnership with Wanslea to improve childcare services in regional Western Australia, including the Pilbara.
Despite these partnerships and contributions to healthcare in Newman, there has been a recognized and long-standing need for a dedicated dialysis hostel to accommodate patients traveling from remote Indigenous communities for treatment. A news report highlighted the dire circumstances faced by these patients, who often endure overcrowded living conditions or even sleep outdoors while undergoing life-saving dialysis. The report noted that other regional centers in Western Australia with dialysis facilities, such as Kalgoorlie and Port Hedland, have established hostels, and similar facilities were planned for Broome and Karratha, but not for Newman.
The news report also revealed that BHP had donated five abandoned houses in Newman with the intention of them being converted into a short-term hostel for dialysis patients. However, advocates involved in the proposal indicated that a significant funding shortfall of $9 million was still required to renovate these derelict buildings to a suitable standard for accommodating vulnerable patients. The report suggests that progress on this hostel development had been slow, leaving a critical need unmet.
BHP's donation of houses for a dialysis hostel indicates an initial acknowledgment of the accommodation needs of dialysis patients from remote communities. However, the considerable funding gap that remains for the necessary renovations and the apparent lack of further progress suggest a potential disconnect between this initial gesture and a comprehensive solution to the problem. The fact that other regional centers with similar mining operations and Indigenous populations requiring dialysis have successfully established hostels underscores that the lack of such a facility in Newman is not a unique situation in remote WA. It raises questions about the specific challenges or lack of coordinated effort in Newman that have impeded the development of this crucial infrastructure, despite BHP's significant presence and profitability in the region.
9. Conclusion and Recommendations:
The analysis reveals a stark contrast between BHP's substantial and consistent profitability from its iron ore operations near Newman and the persistent lack of a dedicated dialysis hostel for the local Indigenous population, who experience a disproportionately high burden of chronic kidney disease requiring dialysis. While BHP has made significant contributions to the Newman community's healthcare infrastructure, including funding a dialysis clinic and supporting other health-related initiatives, the absence of suitable accommodation for patients traveling from remote communities for treatment remains a critical unmet need. The costs and logistical complexities of establishing a dialysis hostel in a remote area are significant, requiring a collaborative approach involving both corporate and government support. The responsibility for healthcare provision primarily lies with the government, but the concept of a social license to operate and corporate social responsibility suggests that highly profitable companies like BHP have an ethical obligation to contribute to the well-being of the communities impacted by their operations. The history of a proposal involving BHP's donation of houses for a hostel, which has stalled due to a lack of funding for renovations, highlights a missed opportunity to address this pressing issue.
To bridge this gap and ensure that Indigenous people in the Newman region have equitable access to life-saving dialysis treatment, the following recommendations are put forth:
BHP should make a substantial financial commitment to fully fund the capital costs required to convert the donated houses or build a new, fit-for-purpose dialysis hostel in Newman. Given their consistent high profitability in the region , BHP has the financial capacity to address this critical need. This would build upon their initial donation and demonstrate a genuine commitment to the health and well-being of the local Indigenous community.
The Western Australian Government should commit to funding the ongoing operational costs of a dialysis hostel in Newman. This would align with their responsibility for providing essential healthcare services and mirror their support for similar facilities in other regional centers.
A collaborative partnership should be formalized between BHP, the WA Government, the Puntukurnu Aboriginal Medical Service (PAMS), and representatives from the local Indigenous community to co-design and oversee the development and management of the dialysis hostel. This partnership would ensure that the facility is culturally appropriate, meets the specific healthcare needs of the intended users, and benefits from the expertise and resources of all stakeholders.
Beyond the immediate need for a hostel, all stakeholders should invest in and support long-term strategies focused on the early detection, prevention, and management of chronic kidney disease within Indigenous communities in the Pilbara. This includes culturally appropriate health education, regular screening programs, and improved access to primary healthcare services to address the root causes of the high prevalence of kidney disease.
By embracing these recommendations, BHP, in collaboration with the government and the local community, has the opportunity to make a tangible and lasting positive impact on the lives and well-being of Indigenous people in the Newman region, addressing a critical healthcare need and demonstrating a meaningful commitment to social responsibility.
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sustainabilitymag.com
How ESG is Changing Mining's Treatment of Indigenous Peoples | Sustainability Magazine
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evolutionmining.com.au
Social Responsibility - Evolution Mining
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researchgate.net
Giving with One Hand: On the Mining Sector's Treatment of Indigenous Stakeholders in the Name of CSR | Request PDF - ResearchGate
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industry.gov.au
WORKING WITH INDIGENOUS COMMUNITIES - Leading Practice Sustainable Development Program for the Mining Industry
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Understanding the Context
I'm starting to look into why a profitable mining company like BHP might not have developed a dialysis hostel for Indigenous people near their Newman operations. My initial focus is on understanding two key aspects: BHP's financial success in the region and the extent of kidney disease among the local Indigenous population. This will help me establish the context for the user's question.
Next Steps in Research
To gain a comprehensive understanding, I plan to investigate BHP's existing community contributions in the Newman area, the typical costs involved in setting up and running a dialysis hostel in a remote location, and the general responsibilities of mining companies versus government bodies in providing healthcare services. I will also explore different perspectives on corporate social responsibility in this context.
Researching websites
indigenoushpf.gov.au
1.10 Kidney disease - AIHW Indigenous HPF - Aboriginal and Torres Strait Islander Health Performance Framework
bhp.com
Financial results for the year ended 30 June 2024 - BHP
aihw.gov.au
Profiles of Aboriginal and Torres Strait Islander people with kidney disease, Summary
wa.gov.au
Multi-million-dollar boost to extend BHP education partnership in the Pilbara | Western Australian Government
bhp.com
ANNUAL REPORT 2024 - BHP
wacountry.health.wa.gov.au
bhp.com
BHPs WA projects a key contributor to the economy
wa.gov.au
Cook Government launches Safe Spaces program in the Pilbara
racp.edu.au
Closing the Gap in the Detection and Treatment of Kidney Disease - RACP
bhp.com
Newman Operations - BHP
profile.id.com.au
Aboriginal and Torres Strait Islander people | Shire of East Pilbara | Community profile
bhp.com
Accessible healthcare key to thriving communities - BHP
bhp.com
BHP Economic Contribution Report 2023
bhp.com
Western Australia Community Grants - BHP
bhp.com
Australian community programs | BHP
BHP's Financial Performance
I've found that BHP's iron ore operations near Newman are indeed very profitable. Their recent financial reports show billions of dollars in profit, and the Newman operations are highlighted as being particularly efficient and cost-effective.
High Rates of Kidney Disease
My research confirms that Indigenous Australians in the Pilbara region, including near Newman, experience significantly higher rates of chronic kidney disease compared to the non-Indigenous population. This unfortunately leads to a greater need for dialysis treatment in these communities.
Existing Community Support
It appears BHP does contribute to the local community through various programs in education and health. These initiatives include partnerships for education, support for youth programs, and funding for health services, some of which are specifically targeted towards Indigenous communities.
Further Investigation Needed
To get a clearer picture, I now need to look into the typical costs of establishing and running a dialysis hostel in a remote area, understand the roles and responsibilities of mining companies versus government in providing healthcare infrastructure, and explore different viewpoints on corporate social responsibility concerning Indigenous health. I also want to see if there have been any past discussions about a dialysis hostel in Newman and BHP's involvement.
Researching websites
wa.gov.au
New renal services for Kimberley communities | Western Australian Government
parliament.wa.gov.au
,,^.^I, 41^-* - Parliament of Western Australia
pmc.ncbi.nlm.nih.gov
An Economic Assessment Model of Rural and Remote Satellite Hemodialysis Units - PMC
pubmed.ncbi.nlm.nih.gov
Cost of dialysis therapies in rural and remote Australia - a micro-costing analysis - PubMed
getregional.com.au
New Kalgoorlie Renal Hostel reaches final stage - Get Regional
dailymotion.com
Pilbara dialysis patients and health workers pleading for Newman hostel - video Dailymotion
pmc.ncbi.nlm.nih.gov
Newman's theory of health as expanding consciousness: an evolutionary concept analysis
dmp.wa.gov.au
What is a safety and health representative for a mining operation?
researchgate.net
The effect of home care based on the Neuman systems model on symptomatic relief and quality of life in patients undergoing hemodialysis - ResearchGate
blogs.worldbank.org
Better Health in Mines and Mining Communities: A Shared Responsibility
informa.com.au
Managing health risks in the mining industry | News & Insights | Informa Australia
healio.com
Innovative curriculums, new home dialysis training attract more fellows to nephrology
dmp.wa.gov.au
What are the health assessment and monitoring requirements for mining operations?
pubmed.ncbi.nlm.nih.gov
The 'Mine Medical': an opportunity for preventative and primary care - PubMed
theibr.com.au
Miners pledge $22 million for Hedland and Newman Safe Spaces programs
bhp.com
Community Connect - BHP
bhp.com
Newman Neighbourhood Centre - BHP
bhp.com
BHP commits $1.9 million for new dialysis clinic in Newman
bhp.com
Supporting healthcare in our regional communities - BHP
minerals.org.au
Indigenous partnerships - Minerals Council of Australia
sustainabilitymag.com
How ESG is Changing Mining's Treatment of Indigenous Peoples | Sustainability Magazine
evolutionmining.com.au
Social Responsibility - Evolution Mining
researchgate.net
Giving with One Hand: On the Mining Sector's Treatment of Indigenous Stakeholders in the Name of CSR | Request PDF - ResearchGate
industry.gov.au
WORKING WITH INDIGENOUS COMMUNITIES - Leading Practice Sustainable Development Program for the Mining Industry
Financial Success Confirmed
I've confirmed that BHP's iron ore operations in the Newman area are highly profitable, contributing significantly to their overall financial results. These operations are recognized for their efficiency in the global market.
Disproportionate Health Issue
The information I found reinforces that Indigenous Australians in the Pilbara region, where Newman is located, face a much higher incidence of chronic kidney disease, leading to a greater need for dialysis services compared to other populations.
Ongoing Community Contributions
My investigation shows that BHP actively engages in community development in the Newman area through various initiatives. These include significant investments in education partnerships and support for programs aimed at improving the well-being of young people and families, including some health-focused projects.
Considering Broader Context
Having gathered substantial information on BHP's profitability, the prevalence of kidney disease, and their community contributions, I'm now considering the broader context. It seems the absence of a dedicated dialysis..
From my question to Google Gemini Deap Research about why cant BHP fund a dyalysis unit from the Billions they make on Iron Ore...
Dear Friends -
This is a project near and dear to my heart! Every year there's a wonderful prom for teenagers and young adults with kidney disease. Everything at the 2010 Renal Teen Prom is FREE - gowns for the girls and ties for the boys are donated, dinner and party treats included, transportation is covered.
Long time survivor, Lori Hartwell, founder and president of RSN, glowed with happiness watching the teens dance, laugh, and make friends at last year's event. “That’s why I created the Renal Teen Prom,” she exclaimed. “I missed my own prom because of chronic kidney disease, which I have had since I was 2. I spent all my teenage years on dialysis. I know that one friend can make a difference, and we give these young people the chance to get to know others who are like them, walking in the same shoes.”
This is the 11th annual prom and I am so honored to help with planning it this year. Lori Hartwell and her team do a fabulous job! The theme is "Masquerade!"
Please send this info on to young kidney patients, friends and family. And if you'd like to donate, or live in the LA area and can drive a teen, please follow the link below.
rsnhope.org/programs/renal_teen_prom2.php
Jenna and her brother will also be volunteering again this year!
Please contact me if you'd like more information.
Don't you feel a bit happy looking at this smile?
Gigia was my student and is my daughter's Marta best friend.
Now she's a doctor, practicing in nephrology. Good luck Gigia!
Peter Ackrill worked as Director of the dialysis unit at the Withington Hospital Manchester for many years. When home haemodialysis was deeply unfashionable he had many patients, doing 8 hours three times a week, with probably the best outcomes in the UK and possibly Europe. In this respect he has been vindicated in the 21st century as home haemodialysis, with many hours each week, has become a benchmark for quality.
The image refers to an event at about midnight in the Wythenshawe Hospital ITU in 1992; someone had to receive haemodialysis (we usually used PD or CAVHD but this patient had a toxic build up of aciclovir, if I remember correctly, (unless it was the theophylline overdose). There was plumbing for a haemodialysis machine, but we could not get the machine to work. The technician and several medics puzzled for ages. Eventually a failure in the water supply was recognised. While everyone else looked at the machine and prodded the water pipe, I followed the supply round and round the intensive care unit to the men's toilet, where the water supply for dialysis came off the pipe to the cistern. A perfectly safe way to obtain water before it went through the de-ioniser, albeit not expected. However, the cistern must have been overflowing as its control valve was screwed off; this also stopped water getting into the dialysis circuit. I turned the water back on and walked to the bedside at about the same speed as the water travelled, to find Peter holding the end of the pipe close to his eye, checking there wasn't a blockage. Before I could warn him the water hosed out and he got very wet, everyone laughed. Except Peter. Medical illustration made up this cartoon for my last presentation before I left the Withington, I am not 100% sure he was delighted to be reminded of the episode. The patient did wake up once the aciclovir was removed.
I have a genetic kidney disease called Polycystic Kidney Disease. I need a donor to live...I had my sixth person denied last week. If you are interested in info or donating to me the number is 1-414-805-0310. Froedtert Milwaukee Wisconsin
Kidney for Amy Seefeldt of Sheboygan...
Jenna was one of the lucky ones, a living donor gave her the gift of a kidney Jan. 16, 2007. But over 80,000 people are still waiting for kidneys in the US.
Jenna is wearing a new t-shirt "Dying for a Kidney" custom designed by tattoo artist Brian Wren from Brooklyn, NY, to help raise awareness for organ donation. The proceeds from the online store benefit our patient forum at www.ihatedialysis.com! To purchase similar items please go to www.cafepress.com/ihatedialysis
Here's the set Dialysis and Kidney Transplant www.flickr.com/photos/karolfranks/sets/72157607575033588/
Information and support for those interesting in living donation: www.livingdonorsonline.org
Remember that urge to art? It's still around.
Thank-you gift for the best mentor who tutored me the last 6 weeks, who distilled rheumatology and nephrology and antibiotics into crystal-clear simplicity. ♥︎
You can see where I messed up on that one rose/camellia/peony/whatever but I'm really proud anyway because I haven't touched watercolours in like... 5? years GO ME
Paras Hospital Patna | Paras Patna | Paras HMRI
Blood in urine (hematuria) - Symptoms and Causes by Dr. Ajay Kumar, Director-Urology, Nephrology & Transplantation, Paras HMRI Hospital Patna.
पेशाब में खून - डॉ. अजय कुमार, निदेशक-मूत्र विज्ञान, नेफ्रोलॉजी और प्रत्यारोपण, पारस पटना अस्पताल।
For more paras hospital videos: www.youtube.com/channel/UCFp7qtol6OFx5jpLbZLEBeA
Visit paras hospitals official website here: www.parashospitals.com/paras-hmri-hospital-patna/
To consult a Dr. Ajay Kumar: www.parashospitals.com/doctors/dr-ajay-kumar-urologist-ne...
M.S Biotech is one of the leading wholesalers and shippers of Nephrology Medicine in Chennai for last many years and we believe In providing top quality products at best price.
You can reach us @
पारस पटना | Paras Patna
Blood in urine (hematuria) - Symptoms and Causes by Dr. Ajay Kumar, Director-Urology, Nephrology & Transplantation.
पेशाब में खून - डॉ. अजय कुमार, निदेशक-मूत्र विज्ञान, नेफ्रोलॉजी और प्रत्यारोपण, पारस पटना अस्पताल|
पारस पटना हॉस्पिटल के बारे में जानने के लिए क्लिक करें - bit.ly/2vBgfZH
Jenna attended the 10th Annual Renal Teen Prom in January. Her brother Johnny was her escort. This is a great event for kidney patients ages 14 to 24.
The Renal Support Network (RSN) sponsors the free prom for kidney teens, and this year the theme was 'Somewhere Over the Rainbow.'
......
News Story: Long time survivor, Lori Hartwell, founder and president of RSN, glowed with happiness watching the teens dance, laugh, and make friends. “That’s why I created the Renal Teen Prom,” she exclaimed. “I missed my own prom because of chronic kidney disease, which I have had since I was 2. I spent all my teenage years on dialysis. I know that one friend can make a difference, and we give these young people the chance to get to know others who are like them, walking in the same shoes.”
This massive community effort needed a lot of volunteers, and people came from many places to be drivers for teens who needed rides, to do hair and make-up, help with registration, and mind the food supply in the parents hospitality area. Five hospitals and Nephrology nurses gave their time and secured rooms so that young women in need of a pretty prom dress could choose one to wear and keep from among 300 donated dresses which RSN caravanned around southern California.
Special guests were introduced: Phillip Palmer, ABC morning anchor who donated his kidney to actor and video editor Dale Davis, both men speaking eloquently about the need to stay on target with medications and dialysis, and of the need for more organ donations so that the many teens in the room could have the transplant they had been waiting for and dreaming of.
.......
If you get a chance, check out all the great stuff the Renal Support Network is doing at www.rsnhope.org
Kidney forum for patients: ihatedialysis.com Info and support for living donors: livingdonorsonline.org/ldosmf/
Whatever you say about Salesforce.com, they pull out all the stops when they have a convention. Here's mayor Gavin Newson.
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Gavin Christopher Newsom (born October 10, 1967) is the current mayor of San Francisco. A Democrat, Newsom was elected mayor in 2003, succeeding Willie Brown and becoming San Francisco's youngest mayor in 100 years.[1] Newsom was re-elected in 2007 with 72 percent of the vote.[2][3]
Newsom graduated from Redwood High School in Larkspur, California in 1985, and in 1989 from Santa Clara University with a Bachelor of Arts in political science. His PlumpJack Wine Shop, founded in 1992, grew into a multi-million dollar enterprise, which now includes bars, restaurants, and a Tahoe hotel. He was first appointed by Willie Brown to serve on San Francisco's Parking and Traffic Commission in 1996, and was appointed the following year as Supervisor. Newsom drew voter attention with his Care Not Cash program, designed to move homeless people into city assisted care. He defeated the Green Party's Matt Gonzalez 53% to 47% in a run-off in his race for mayor in 2003, becoming the youngest mayor in San Francisco history.
In April 2009, Newsom announced his intention to run in the 2010 gubernatorial election. In October, 2009, he withdrew his candidacy for Governor, citing personal reasons.[4]
Newsom is a fourth-generation San Franciscan; his paternal great-grandfather emigrated from Ireland in 1865. One of his maternal great-grandfathers, Scotsman Thomas Addis, was a pioneer scientist in the field of nephrology and a professor of medicine at Stanford University. His father William Newsom is a retired state appeals court Justice. Newsom's parents separated when he was two and divorced in 1972, and at age ten Newsom moved with his mother Tessa and sister to nearby Marin County.[5][6] In May 2002, Tessa (Menzies) Newsom died after a five-year fight with breast cancer.
Newsom later reflected that he did not have an easy childhood.[6] Newsom attended kindergarten and first grade at the French-American bilingual school in San Francisco but transferred because of severe dyslexia that still affects him. His dyslexia has made it difficult for him to write, spell, read, and work with numbers.[6] He attended third through fifth grades at Notre Dame de Victoire, where he was placed in remedial reading classes.[5] Newsom graduated from Redwood High School in 1985. He played basketball and baseball in high school.[5] Newsom was an outfielder in baseball. His basketball skills placed him on the cover of the Marin Independent Journal.[5] Newsom's childhood friend Derek Smith recalled Newsom as "one of the hardest working players on the team who became a great player because of his effort, instead of his natural abilities."[5] Newsom's father attended his games with San Francisco politicians that included John Burton and Quentin Kopp. Newsom's father had ties to several other local politicians.[5] Newsom's aunt was married to the brother-in-law of Speaker of the United States House of Representatives Nancy Pelosi.[6] Newsom's father was also a friend of Jerry Brown.[6]
Tessa Newsom worked three jobs to support Gavin and his sister Hilary Newsom Callan. In an interview with The San Francisco Chronicle, his sister recalled Christmas holidays when their mother told them there wouldn't be any gifts.[5] Despite limited finances, Tessa opened their home to foster children, instilling in Newsom the importance of public service.[5][7] His father's finances were strapped in part because of his father's tendency to give away his earnings.[7] Newsom worked several jobs in high school to help support his family.[2]
Newsom attended Santa Clara University on a partial baseball scholarship and student loans, where he graduated in 1989 with a B.A. in political science. Newsom was a left-handed pitcher for Santa Clara but he threw his arm out after two years and hasn't thrown a baseball since.[8] He lived in the Alameda apartments which Newsom later compared to living in a hotel. He later reflected on his education fondly, crediting the Socratic approach of Santa Clara that he said has helped him become an independent thinker who questions orthodoxy. Newsom spent a semester studying abroad in Rome.[9]
Newsom credits Santa Clara University for teaching him how to learn. At the school, he continued to work through his dyslexia which made it difficult for him to read, write, and spell. He credits the disability for having taught him to apply himself with more focus and to develop different skills.
Fortis Malar Hospital is a perceived name in understanding consideration. They are one of the outstanding Private Hospitals in Vadapalani. Sponsored with a dream to offer the best in quiet care and furnished with mechanically propelled medicinal services offices, they are one of the up and coming names in the social insurance industry. Situated in , this healing center is effortlessly open by different methods for transport. This doctor's facility is likewise situated at Near Dr Mgr Janaki College and Adyar Aavin, Gandhi Nagar - Adyar, Adyar - Adyar. A group of very much prepared restorative staff, non-therapeutic staff and experienced clinical specialists work round-the-clock to offer different administrations . Their expert administrations make them a looked for after Private Hospitals in Chennai. A group of specialists on board, incorporating authorities are furnished with the learning and ability for dealing with different sorts of therapeutic cases. Fortis Malar Hospital, earlier known as Malar Hospital, was Established in 1992, turned into an easily recognized name for tertiary care healing facility benefits in Chennai throughout the years. In 2007, Fortis Healthcare – India's quickest developing doctor's facility organize procured stakes in Malar Hospital Limited. A 180-bed multi-claim to fame, tertiary care Fortis Malar Hospital, Chennai offers exhaustive medicinal care in more than 40 strengths, for example, cardiology, cardio-thoracic surgery, neurology, neurosurgery, orthopedics, nephrology, gynecology, gastroenterology, urology, pediatrics, and diabetes among others. The doctor's facility spends significant time in front line therapeutic innovation and devoted patient care administrations. At the healing facility we have more than 160 specialists and 650 workers to oversee more than 11,000 in-patients. The unflinching responsibility, accuracy and synchronized cooperation makes Fortis Malar Hospital the most favored medicinal services goals in Chennai.
Fortis Malar Hospital, Formerly Known as Malar Hospital, Is One of the Distinguished Multi Super-claim to fame Corporate Hospitals in Chennai Providing Comprehensive Medical Care in Areas of Cardiology, Cardio-thoracic Surgery, Neurology, Neurosurgery, Orthopedics, Nephrology, Gynecology, Gastroenterology, Urology, Pediatrics, Diabetics and Soon. Built up in 1992, Malar Hospital Became a Household Name for Tertiary Care Hospital Services in Chennai Over the Years. Late 2007, Fortis Healthcare – India's Fastest Growing Hospital Network, Led by the Vision of Late Dr. Parvinder Singh of Creating an Integrated Healthcare Delivery System in India Acquired Stakes Malar Hospital Limited. In this manner, Paving the Way to Superlative Healthcare Services! Fortis Malar Hospital Has a Vast Pool of Talented and Experienced Team of Doctors, Who Are Further Supported by a Team of Highly Qualified, Experienced and Dedicated Support Staff and Cutting Edge Technology. As of now, More Than 160 Consultants and 650 Employees Work Together to Manage Over 11000 Inpatients in the Last Year Alone. The Hospital Today Has an Infrastructure Comprising of Around 180 Beds Including About 60 Icu Beds, 4 Operation Theaters, State-of-the-workmanship Digital Flat Panel Cath Lab, a Ultra-present day Dialysis Unit Besides a Host of Other World-class Facilities. With Unparalleled Medical Expertise Supported by State-of-the-craftsmanship Infrastructure, Fortis Malar Today Is Undoubtedly the Most Preferred Healthcare Destinations in Chennai Catering to Healthcare Needs of People Across the World. Strategically placed in South Chennai, Approximately 12 Kilometers Away From Central Railway Station and Egmore Railway Station and 13 Kilometers Away From the Domestic and International Airport, It Gives an Excellent Accessibility to Both Domestic and International Patients.
ABOUT HOSPITAL
Fortis human services is a main incorporated social insurance conveyance specialist co-op in India. The social insurance verticals of this association basically bargains of doctor's facility, demonstrative and day mind strength offices. Fortis Malar Hospital, Chennai offers complete medicinal care in more than 40 specialities, for example, cardiology, cardiothoracic surgery, neurology, neurosurgery, orthopedics, nephrology, gynecology, urology, pediatrics and diabetes among few. Fortis Malar spends significant time in forefront therapeutic innovation and committed patient care benefit. The healing center has more than 160 specialists and 650 representatives to oversee more than 11,000in-patients.
The healing center was established in the year 1992. Fortis Malar Hospital, once in the past known as Malar Hospital, is a multi super-claim to fame healing center in Chennai. It gives best medicinal care. It offers different therapeutic medications which incorporates cardiology, cardio-thoracic surgery, neurology, neurosurgery, orthopedics, nephrology, gynecology, gastroenterology, urology, pediatrics, diabetics and some more. Fortis Malar Hospital - Adyar has profoundly taught and experienced group of specialists. It has profoundly qualified and prepared supporting staff. There are more than 160 specialists and 650 representatives in the healing facility. The restorative foundation renders administrations to more than 10,000 patients consistently. It gives administrations to universal patients as well. The doctor's facility is 12 kilometers from Central Railway Station and Egmore Railway Station. It is 13 kilometers from the Domestic and International Airport.
Dr. Jaishree Gajaraj rehearses at Motherhood Hospital in Alwarpet, Chennai and Fortis Malar Hospital in Adyar, Chennai. She finished MBBS from Madras University, Chenai, India in 1980,Diploma in Gynecology and Obstetrics from Madras University, Chenai, India in 1984 and MD - Obstetrics and Gynecology from Madras University, Chenai, India in 1988. She is an individual from Indian Medical Association (IMA). A portion of the administrations gave by the specialist are: Well Woman Health check, Menopause Clinic,Maternal Care/Checkup,Hysterectomy (Abdominal/Vaginal) and High-Risk Pregnancy Care and so on. One of the main gynecologists of the city, Dr. Jaishree Gajaraj an in Anna Nagar East has built up the facility in 1980 and has picked up a reliable customer base in the course of recent years and is likewise oftentimes gone by a few famous people, yearning models and other fair customers and global patients also. They likewise anticipate growing their business further and giving administrations to a few more patients inferable from its prosperity in the course of recent years. The effectiveness, devotion, accuracy and sympathy offered at the center guarantee that the patient's prosperity, solace and needs are kept of best need.
Dr. Jaishree Gajaraj Gynecologist an in Chennai treats the different afflictions of the patients by helping them experience excellent medications and systems. Among the various administrations offered here, the center gives medications to Uterine Fibroids or Myomas, Ovarian Cysts, Endometriosis, Pelvic Organ Prolapse, Urinary Problems, Vaginal Discharge, Subfertility, Menopause, Gynecological Cancers, Abnormal Pap Smears - Pre-Invasive Cervical/Vaginal Disease and Vulva Conditions.
MBBS, DGO, MD, RCS (Ed), FRCOG (UK)
Dr. Jaishree Gajaraj carries with her a rich ordeal of more than 34 years in the field of Obstetrics and Gynecology. She worked in the United Kingdom for a long time and got FRCOG and FRC(Ed) in Pelvic Surgery. She was prepared in Pelvic Endoscopy and Gynaec Oncology. She was instrumental in presenting Rubella and HPV inoculation programs, Cancer screening, Menopausal and Bone wellbeing Under-graduation and Post graduation in Chennai. Her specialized topics incorporate High hazard Obstetrics, Pelvic Endoscopy, Gynaec Oncology, Preventive oncology in ladies and Menopausal wellbeing. MBBS, DGO, MD, RCS (Ed), FRCOG (UK)
Dr. Jaishree Gajaraj carries with her a rich ordeal of more than 34 years in the field of Obstetrics and Gynecology. She worked in the United Kingdom for a long time and acquired FRCOG and FRC(Ed) in Pelvic Surgery. She was prepared in Pelvic Endoscopy and Gynaec Oncology. She was instrumental in presenting Rubella and HPV inoculation programs, Cancer screening, Menopausal and Bone wellbeing Under-graduation and Post graduation in Chennai. Her specialized topics incorporate High hazard Obstetrics, Pelvic Endoscopy, Gynaec Oncology, Preventive oncology in ladies and Menopausal wellbeing. Dr. Jaishree Gajaraj is a Gynecologist in Alwarpet, Chennai. Dr. Jaishree Gajaraj hones at Motherhood Hospital in Alwarpet, Chennai and Fortis Malar Hospital in Adyar, Chennai. She finished MBBS from University of Madras, MD - Obstetrics Gynecology from University of Madras and DGO from University of Madras. She is an individual from Federation of Obstetric and Gynecological Societies of India (FOGSI), Obstetrical Gynecological Society of Singapore (OGSS), AICC RCOG (UK) southern zone and Founder Secretary – Indian Menopause Society, Chennai Chapter. A portion of the administrations gave by the specialist are: Well Woman Healthcheck, Antinatal Checkup, Gynae Problems, Menopause Clinic and Polycystic Ovary Syndrome and so on.
For More Information You Can Contact Us
Block 30, East Patel Nagar, Rajendra Place, New Delhi, Delhi 110008+(91)-7899912611
contact@elawoman.com
Contact Form
An outstanding speaker lineup at kidney 2018. we cordially welcome nephrologists, renal physicians, kidney transplant surgeons to 3rd Annual kidney congress
“DEVELOPMENTAL NEPHROLOGY: FROM EMBRYOLOGY TO METABOLOMICS”
Systems Medicine series
Hygeia Press
1st edition: October 2011
Also available as ebook (pdf)
The traditional approach to kidney disorders is changing. In the field of diagnostics much innovative research is ongoing: from the “old” embryology, revisited and re-interpreted with new eyes in the light of immunohistochemistry, up to metabolomics the latest “daughter” of genomics, the most promising and remarkable of the “omics” disciplines.
Between these two extremes we find a universe of novelties, ranging from the most recent urinary biomarkers to the questions of nutrition and growth, as well as those of ethics, which the new populations of extremely low birth weight (ELBW) neonates present to neonatologists and nephrologists.
The studies on perinatal programming expand the temporal horizon of precocious reduction in the number of nephrons, both congenital and/or acquired, thus dilating and multiplying the immediate and long-term negative effects. Neonatal asphyxia, obstructive uropathies, nephrotoxic drugs administered to the mother and/or to the neonate, malnutrition, underfeeding, or overfeeding make it necessary to apply all possible preventive measures to ensure the well-being of the kidney. Because of the kidney’s holistic dimension, the methodical and rigorous study of neonatal nephrology has advanced all aspects of health through the life cycle.
This volume is an update state of the art of the latest discoveries in neonatal and pediatric nephrology. These advances will have an even greater impact when the same children reach adulthood, and the ultimate consequences of perinatal care are unmasked.
EDITORS
Vassilios Fanos
Robert L. Chevalier
Gavino Faa
Luigi Cataldi
AUTHORS
Rino Agostiniani
Karel Allegaert
Fani Anatolitou
Roberto Antonucci
Jacob V. Aranda
Alessandra Atzei
Luigi Atzori
Luigi Barberini
Kay D. Beharry
Martina Bertin
Luigi Cataldi
Robert L. Chevalier
Nataliya Chorny
Erich Cosmi
Laura Cuzzolin
Ernesto D’Aloja
Mario De Curtis
Angelica Dessì
Gavino Faa
Daniela Fanni
Vassilios Fanos
Gabriele Finco
Helen Georgaki-Angelaki
Clara Gerosa
Hercília Guimarães
Nicoletta Iacovidou
Maria Antonietta Marcialis
Viviana Marinelli
Silvio Maringhini
Alice Melis
Guido Monga
Michele Mussap
Sonia Nemolato
Antonio Noto
Giovanni Ottonello
Maria Dolores Pilloni
Bernadette Pinna
Maria Cristina Pintus
Melania Puddu
Elisabetta Puxeddu
Jacques Rigo
Luigi Ruggeri
Kosmas Sarafidis
Morris Shoeneman
Teresa Tomé
Daniele Trevisanuto
Maria Elisabetta Trudu
Gloria B. Valencia
John N. van den Anker
Silvia Visentin
Murat Yurdakök
Marco Zaffanello
Vincenzo Zanardo
Cover picture: the proximal extreme of each “S-shaped body” develops into the proximal and the distal tube which fuses with the ureteric bud tip, undergoes cavitation and then transforms into a collecting duct (Prof. Gavino Faa, with permission).
For more information: www.hygeiapress.com/individualizedmedicine/?p=127
Jenna on dialysis in 2005 - 19 years old.
UPDATE: She received a kidney transplant from a kind stranger - Jan. 2007. A rejection episode has reduced her function and she'll eventually need a new kidney. Jenna's Caringbridge page
A Message Forum for kidney patients Click here
A site for Living Donors Click here
Our story: Los Angeles Times Dec. 30, 2006 Column One - by Alan Zarembo
read it here: articles.latimes.com/2006/dec/30/local/me-kidney30
UPDATE: As of Jan 2014 Jenna's transplant rejected and she is back on dialysis - please see her search for a kidney donor:
The Medical Procedures Unit offers patients a convenient location for procedures coordinated through gastroenterology, cardiology, nephrology and physical medicine and rehabilitation.
Interdisciplinary Nephrology Conference on Monday, September 3, 2022 in Oak Brook, IL. Photography by Eddie Quinones.
The question proposed by His Royal Highness Prince Abd Al-Azeez ibn Salman ibn Abd Al-Azeez Al Saud. The title translate well from Arabic into English, and HRH gave an excellent speech (not read) in the English Language.
HRH emphasized the need for greater preventative health measures against renal failure and end stage organ failure.
HRH went on to say that making changes, that need not be costly, and are within our reach, are the ways to make advances, and will improve the quality of life for many and the save the lives of many more.
HRH Pr Abd Al-Azeez ibn Salman is the President of the HRH Prince Fahad bin Salman Charitable Organization for Kidney Failure Patients.
A lithotriptor. The lithotriptor attempts to break up kidney stones using an externally applied, focused, high-intensity acoustic pulse
Jenna attended the 10th Annual Renal Teen Prom in January. Her brother Johnny was her escort. This is a great event for kidney patients ages 14 to 24.
The Renal Support Network (RSN) sponsors the free prom for kidney teens, and this year the theme was 'Somewhere Over the Rainbow.'
......
News Story: Long time survivor, Lori Hartwell, founder and president of RSN, glowed with happiness watching the teens dance, laugh, and make friends. “That’s why I created the Renal Teen Prom,” she exclaimed. “I missed my own prom because of chronic kidney disease, which I have had since I was 2. I spent all my teenage years on dialysis. I know that one friend can make a difference, and we give these young people the chance to get to know others who are like them, walking in the same shoes.”
This massive community effort needed a lot of volunteers, and people came from many places to be drivers for teens who needed rides, to do hair and make-up, help with registration, and mind the food supply in the parents hospitality area. Five hospitals and Nephrology nurses gave their time and secured rooms so that young women in need of a pretty prom dress could choose one to wear and keep from among 300 donated dresses which RSN caravanned around southern California.
Special guests were introduced: Phillip Palmer, ABC morning anchor who donated his kidney to actor and video editor Dale Davis, both men speaking eloquently about the need to stay on target with medications and dialysis, and of the need for more organ donations so that the many teens in the room could have the transplant they had been waiting for and dreaming of.
.......
If you get a chance, check out all the great stuff the Renal Support Network is doing at www.rsnhope.org
Local: Faculdade de Medicina da Universidade de São Paulo, Brasil
Location: Faculty of Medicine, University of São Paulo, Brazil
It is logical that some satellites are Brighter than others but I certainly didn't know that Satellites needed dialysis very often.
Actually, it is outpatient dialysis facility named after Richard Bright, a Bristolian physician who is described as the "Father of Nephrology". Bright gave his name to historical condition of Bright's disease, what we could call renal failure today.
I find the notion of a 'satellite unit' rather amusing. As if in some way it constantly orbits the hospital, possibly hovering and tethered by a long rope. And being chased by patients who want to somehow get into it but cannot as it is moving too fast. Fortunately this one doesn't move at all, it is just a little outside the main hospital building and a bit more accessible for those who need regular kidney dialysis.
Richard Bright was effectively the father of modern nephrology, and a group of renal diseases used to be named after him. He worked at Guy's Hospital in the 1820's and 1830's. One of the renal wards is named after him; in the early part of this century, I am not sure exactly what the ward was used for.
The Rudolf Foundation is an urban hospital in the 3rd district, Country Road, Juch alley 25 and is run by the Vienna Hospital Association.
History
Hospital Rudolf Foundation
The Rudolf Foundation was founded by emperor Franz Joseph I in 1858 to celebrate the birth of his first son and designated heir to the throwne, crown prince Rudolf. For this purpose he gave a 37,120 m² plot of land of the Imperial Garden in the possession of the Court.
Memory to the solemn laying down of the headstone of Rudolf Foundation in Rudolf Hospital in 1864.
After eight years of construction, the Rudolf Foundation was completed and officially solemnly inaugurated in 1865. At that time it consisted of seven departments and had 860 beds at its disposition.
To meet the requirements of the 20th century, the Rudolf Foundation was rebuilt in the 1970s. In 1975, the seventeen-storey building was opened again. Since then it comprises about 800 beds.
In December 1998, the Mautner Markhof'sche Children's Hospital was closed and the tasks transferred to Rudolf Foundation. In September 2002, the Rudolf Foundation the Semmelweis Women's Hospital was incorporated, which since then is run as a department of the Division for Obstetrical and Gynaecological Health Care.
The hospital Rudolfstiftung
16 medical departments (Admission ward, 1st Medcial Department, 2nd Medical Department with Internal Medicine Intensive and General Intensive Care, 3rd Medical Department with Nephrology and Hemodialysis, 4th Medical Department with Gastroenterology and Hepatology, Department for Anesthesiology and Operative Intensive Medicine, Surgical Department, Neurosurgical Department, Department of Plastic and Reconstructive Surgery, Department of Urology, Obstetrical and Gynaecological Department, Ear-Nose-Throat Department, Ophthalmology Department, Department of Neurology, Department of Dermatology, Department of Paediatrics and Adolescent Medicine with the Department of Neonatology)
5 Institutes (Institute of Nuclear Medicine, Institute of Physical Medicine and Rehabilitation, Pathological-Bacteriological Institute, Central Institute of Radiology, Diagnostic and Interventional Radiology, Central Laboratory and Blood Bank)
19 outpatient clinics (Anesthesia Out-Patient Clinic, Pain Out-Patient Clinic, 1st Medical Out-Patient Clinic, 2nd Medical Out-Patient Clinic, 3rd Medical Out-Patient Clinic, 4th Medical Out-Patient Clinic, Endoscopy - Out-patient Clinic, Surgical Out-Patient Clinic, Neurosurgery General Out-Patient Clinic, Out-Patient Clinic for Plastic and Reconstructive Surgery, Urological Out-Patient Clinic, Gynaecological Out-Patient Clinic, Ear-Nose-Throat Out-Patient Clinic, Ophthamological Out-Patient Clinic, Neurological Out-Patient Clinic, Dermatological Out-Patient Clinic, General Out-Patient Clinic for Children and Adolescents, Out-Patient Clinic for Clinical Respiratory Physiology, Orthopedical Service covered by (external) Medical Consultants) as well as
Interdisciplinary Units (a Breast Center as well as an "interventional field Cardiology, Angiology and Rhythmology")
and a heliport.
In order to achieve a spatial separation between the annually around 34,000 hospitalized patients and 300,000 out-patient clinics visitors, most of the out-patient clinics were domiciled in a part of the former Imperial Franz-Joseph Military Academy in Boerhaave alley.
In addition, with the hospital Rudolfstiftung a three-year school for General Healthcare and Nursing is associated with 210 training places (Juch alley 22) as well as over the Department Semmelweis Women's Hospital the Midwives Academy of Vienna, which since September 2007 is run as a bachelor's degree program Midwifery at the University of Applied Sciences FH Campus Wien.
The Rudolf Foundation also hosts a class of Wiener Hospital School.
Die Rudolfstiftung ist ein städtisches Krankenhaus im 3. Wiener Gemeindebezirk Landstraße, Juchgasse 25 und wird vom Wiener Krankenanstaltenverbund geführt.
Geschichte
Krankenhaus Rudolfstiftung
Die Rudolfstiftung wurde von Kaiser Franz Joseph I. im Jahr 1858 anlässlich der Geburt seines ersten Sohnes und designierten Thronfolgers Kronprinz Rudolf gestiftet. Er widmete dafür ein 37.120 m² Stück des hofeigenen Kaisergartens.
Erinnerung an die feierliche Schlußsteinlegung der Rudolfstiftung im Rudolfspital 1864
Nach achtjähriger Bauzeit wurde die Rudolfstiftung fertiggestellt und im Jahr 1865 offiziell feierlich eröffnet. Damals umfasste sie sieben Abteilungen und hatte 860 Betten zur Verfügung.
Um den Anforderungen des 20. Jahrhunderts gerecht zu werden, wurde die Rudolfstiftung in den 1970er Jahren neu gebaut. Im Jahr 1975 wurde das siebzehnstöckige Gebäude neuerlich eröffnet. Es umfasst seither rund 800 Betten.
Im Dezember 1998 wurde das Mautner Markhof’sche Kinderspital geschlossen und die Aufgaben an die Rudolfstiftung übertragen. Im September 2002 wurde der Rudolfstiftung die Semmelweis-Frauenklinik eingegliedert, die seither als Department der Geburtshilflichen und Gynäkologischen Abteilung geführt wird.
Die Krankenanstalt Rudolfstiftung verfügt über
16 medizinische Abteilungen (Aufnahmestation, 1. Medizinische Abteilung, 2. Medizinische Abteilung mit internistischer und allgemeiner Intensivmedizin, 3. Medizinische Abteilung mit Nephrologie und Hämodialyse, 4. Medizinische Abteilung mit Gastroenterologie und Hepatologie, Abteilung für Anästhesie und operative Intensivmedizin, Chirurgische Abteilung, Neurochirurgische Abteilung, Abteilung für Plastische- und Wiederherstellungschirurgie, Urologische Abteilung, Geburtshilfliche und Gynäkologische Abteilung, Hals-Nasen-Ohren Abteilung, Augenabteilung, Neurologische Abteilung, Dermatologische Abteilung, Abteilung für Kinder- und Jugendheilkunde mit Department für Neonatologie),
5 Institute (Institut für Nuklearmedizin, Institut für Physikalische Medizin und Rehabilitation, Pathologisch-Bakteriologisches Institut, Zentralröntgeninstitut, Diagnostische und interventionelle Radiologie, Zentrallaboratorium und Blutbank),
19 Ambulanzen (Anästhesieambulanz, Schmerzambulanz, 1. Medizinische Ambulanz, 2. Medizinische Ambulanz, 3. Medizinische Ambulanz, 4. Medizinische Ambulanz, Endoskopie – Ambulanz, Chirurgische Ambulanz, Neurochirurgische Allgemeine Ambulanz, Ambulanz für Plastische- und Wiederherstellungschirurgie, Urologische Ambulanz, Gynäkologische Ambulanz, Hals-Nasen-Ohren Ambulanz, Augenambulanz, Neurologische Ambulanz, Dermatologische Ambulanz, Allgemeine Ambulanz für Kinder und Jugendliche, Ambulanz für klinische Atemphysiologie, Orthopädische Konsiliarversorgung) sowie als
Interdisziplinäre Einrichtungen (ein Brustzentrum sowie ein „Interventioneller Bereich Kardiologie, Angiologie und Rhythmologie“)
sowie einen Hubschrauberlandeplatz.
Um eine räumliche Trennung zwischen den jährlich rund 34.000 stationär aufgenommenen Patienten und den etwa 300.000 Besuchern der Ambulanzen zu erreichen, wurden die meisten Ambulanzen in einem Teil der ehemaligen k.k. Franz-Joseph-Militärakademie in der Boerhaavegasse angesiedelt.
Weiters ist der Krankenanstalt Rudolfstiftung eine dreijährige Schule für allgemeine Gesundheits- und Krankenpflege mit 210 Ausbildungsplätzen angeschlossen (Juchgasse 22) sowie über das Departement Semmelweis Frauenklinik die Hebammenakademie Wien, welche seit September 2007 als Bachelor-Studiengang Hebammen an der Fachhochschule FH Campus Wien geführt wird.
Die Rudolfstiftung beherbergt außerdem eine Klasse der Wiener Heilstättenschule.
The Rudolf Foundation is an urban hospital in the 3rd district, Country Road, Juch alley 25 and is run by the Vienna Hospital Association.
History
Hospital Rudolf Foundation
The Rudolf Foundation was founded by emperor Franz Joseph I in 1858 to celebrate the birth of his first son and designated heir to the throwne, crown prince Rudolf. For this purpose he gave a 37,120 m² plot of land of the Imperial Garden in the possession of the Court.
Memory to the solemn laying down of the headstone of Rudolf Foundation in Rudolf Hospital in 1864.
After eight years of construction, the Rudolf Foundation was completed and officially solemnly inaugurated in 1865. At that time it consisted of seven departments and had 860 beds at its disposition.
To meet the requirements of the 20th century, the Rudolf Foundation was rebuilt in the 1970s. In 1975, the seventeen-storey building was opened again. Since then it comprises about 800 beds.
In December 1998, the Mautner Markhof'sche Children's Hospital was closed and the tasks transferred to Rudolf Foundation. In September 2002, the Rudolf Foundation the Semmelweis Women's Hospital was incorporated, which since then is run as a department of the Division for Obstetrical and Gynaecological Health Care.
The hospital Rudolfstiftung
16 medical departments (Admission ward, 1st Medcial Department, 2nd Medical Department with Internal Medicine Intensive and General Intensive Care, 3rd Medical Department with Nephrology and Hemodialysis, 4th Medical Department with Gastroenterology and Hepatology, Department for Anesthesiology and Operative Intensive Medicine, Surgical Department, Neurosurgical Department, Department of Plastic and Reconstructive Surgery, Department of Urology, Obstetrical and Gynaecological Department, Ear-Nose-Throat Department, Ophthalmology Department, Department of Neurology, Department of Dermatology, Department of Paediatrics and Adolescent Medicine with the Department of Neonatology)
5 Institutes (Institute of Nuclear Medicine, Institute of Physical Medicine and Rehabilitation, Pathological-Bacteriological Institute, Central Institute of Radiology, Diagnostic and Interventional Radiology, Central Laboratory and Blood Bank)
19 outpatient clinics (Anesthesia Out-Patient Clinic, Pain Out-Patient Clinic, 1st Medical Out-Patient Clinic, 2nd Medical Out-Patient Clinic, 3rd Medical Out-Patient Clinic, 4th Medical Out-Patient Clinic, Endoscopy - Out-patient Clinic, Surgical Out-Patient Clinic, Neurosurgery General Out-Patient Clinic, Out-Patient Clinic for Plastic and Reconstructive Surgery, Urological Out-Patient Clinic, Gynaecological Out-Patient Clinic, Ear-Nose-Throat Out-Patient Clinic, Ophthamological Out-Patient Clinic, Neurological Out-Patient Clinic, Dermatological Out-Patient Clinic, General Out-Patient Clinic for Children and Adolescents, Out-Patient Clinic for Clinical Respiratory Physiology, Orthopedical Service covered by (external) Medical Consultants) as well as
Interdisciplinary Units (a Breast Center as well as an "interventional field Cardiology, Angiology and Rhythmology")
and a heliport.
In order to achieve a spatial separation between the annually around 34,000 hospitalized patients and 300,000 out-patient clinics visitors, most of the out-patient clinics were domiciled in a part of the former Imperial Franz-Joseph Military Academy in Boerhaave alley.
In addition, with the hospital Rudolfstiftung a three-year school for General Healthcare and Nursing is associated with 210 training places (Juch alley 22) as well as over the Department Semmelweis Women's Hospital the Midwives Academy of Vienna, which since September 2007 is run as a bachelor's degree program Midwifery at the University of Applied Sciences FH Campus Wien.
The Rudolf Foundation also hosts a class of Wiener Hospital School.
Die Rudolfstiftung ist ein städtisches Krankenhaus im 3. Wiener Gemeindebezirk Landstraße, Juchgasse 25 und wird vom Wiener Krankenanstaltenverbund geführt.
Geschichte
Krankenhaus Rudolfstiftung
Die Rudolfstiftung wurde von Kaiser Franz Joseph I. im Jahr 1858 anlässlich der Geburt seines ersten Sohnes und designierten Thronfolgers Kronprinz Rudolf gestiftet. Er widmete dafür ein 37.120 m² Stück des hofeigenen Kaisergartens.
Erinnerung an die feierliche Schlußsteinlegung der Rudolfstiftung im Rudolfspital 1864
Nach achtjähriger Bauzeit wurde die Rudolfstiftung fertiggestellt und im Jahr 1865 offiziell feierlich eröffnet. Damals umfasste sie sieben Abteilungen und hatte 860 Betten zur Verfügung.
Um den Anforderungen des 20. Jahrhunderts gerecht zu werden, wurde die Rudolfstiftung in den 1970er Jahren neu gebaut. Im Jahr 1975 wurde das siebzehnstöckige Gebäude neuerlich eröffnet. Es umfasst seither rund 800 Betten.
Im Dezember 1998 wurde das Mautner Markhof’sche Kinderspital geschlossen und die Aufgaben an die Rudolfstiftung übertragen. Im September 2002 wurde der Rudolfstiftung die Semmelweis-Frauenklinik eingegliedert, die seither als Department der Geburtshilflichen und Gynäkologischen Abteilung geführt wird.
Die Krankenanstalt Rudolfstiftung verfügt über
16 medizinische Abteilungen (Aufnahmestation, 1. Medizinische Abteilung, 2. Medizinische Abteilung mit internistischer und allgemeiner Intensivmedizin, 3. Medizinische Abteilung mit Nephrologie und Hämodialyse, 4. Medizinische Abteilung mit Gastroenterologie und Hepatologie, Abteilung für Anästhesie und operative Intensivmedizin, Chirurgische Abteilung, Neurochirurgische Abteilung, Abteilung für Plastische- und Wiederherstellungschirurgie, Urologische Abteilung, Geburtshilfliche und Gynäkologische Abteilung, Hals-Nasen-Ohren Abteilung, Augenabteilung, Neurologische Abteilung, Dermatologische Abteilung, Abteilung für Kinder- und Jugendheilkunde mit Department für Neonatologie),
5 Institute (Institut für Nuklearmedizin, Institut für Physikalische Medizin und Rehabilitation, Pathologisch-Bakteriologisches Institut, Zentralröntgeninstitut, Diagnostische und interventionelle Radiologie, Zentrallaboratorium und Blutbank),
19 Ambulanzen (Anästhesieambulanz, Schmerzambulanz, 1. Medizinische Ambulanz, 2. Medizinische Ambulanz, 3. Medizinische Ambulanz, 4. Medizinische Ambulanz, Endoskopie – Ambulanz, Chirurgische Ambulanz, Neurochirurgische Allgemeine Ambulanz, Ambulanz für Plastische- und Wiederherstellungschirurgie, Urologische Ambulanz, Gynäkologische Ambulanz, Hals-Nasen-Ohren Ambulanz, Augenambulanz, Neurologische Ambulanz, Dermatologische Ambulanz, Allgemeine Ambulanz für Kinder und Jugendliche, Ambulanz für klinische Atemphysiologie, Orthopädische Konsiliarversorgung) sowie als
Interdisziplinäre Einrichtungen (ein Brustzentrum sowie ein „Interventioneller Bereich Kardiologie, Angiologie und Rhythmologie“)
sowie einen Hubschrauberlandeplatz.
Um eine räumliche Trennung zwischen den jährlich rund 34.000 stationär aufgenommenen Patienten und den etwa 300.000 Besuchern der Ambulanzen zu erreichen, wurden die meisten Ambulanzen in einem Teil der ehemaligen k.k. Franz-Joseph-Militärakademie in der Boerhaavegasse angesiedelt.
Weiters ist der Krankenanstalt Rudolfstiftung eine dreijährige Schule für allgemeine Gesundheits- und Krankenpflege mit 210 Ausbildungsplätzen angeschlossen (Juchgasse 22) sowie über das Departement Semmelweis Frauenklinik die Hebammenakademie Wien, welche seit September 2007 als Bachelor-Studiengang Hebammen an der Fachhochschule FH Campus Wien geführt wird.
Die Rudolfstiftung beherbergt außerdem eine Klasse der Wiener Heilstättenschule.
The Rudolf Foundation is an urban hospital in the 3rd district, Country Road, Juch alley 25 and is run by the Vienna Hospital Association.
History
Hospital Rudolf Foundation
The Rudolf Foundation was founded by emperor Franz Joseph I in 1858 to celebrate the birth of his first son and designated heir to the throwne, crown prince Rudolf. For this purpose he gave a 37,120 m² plot of land of the Imperial Garden in the possession of the Court.
Memory to the solemn laying down of the headstone of Rudolf Foundation in Rudolf Hospital in 1864.
After eight years of construction, the Rudolf Foundation was completed and officially solemnly inaugurated in 1865. At that time it consisted of seven departments and had 860 beds at its disposition.
To meet the requirements of the 20th century, the Rudolf Foundation was rebuilt in the 1970s. In 1975, the seventeen-storey building was opened again. Since then it comprises about 800 beds.
In December 1998, the Mautner Markhof'sche Children's Hospital was closed and the tasks transferred to Rudolf Foundation. In September 2002, the Rudolf Foundation the Semmelweis Women's Hospital was incorporated, which since then is run as a department of the Division for Obstetrical and Gynaecological Health Care.
The hospital Rudolfstiftung
16 medical departments (Admission ward, 1st Medcial Department, 2nd Medical Department with Internal Medicine Intensive and General Intensive Care, 3rd Medical Department with Nephrology and Hemodialysis, 4th Medical Department with Gastroenterology and Hepatology, Department for Anesthesiology and Operative Intensive Medicine, Surgical Department, Neurosurgical Department, Department of Plastic and Reconstructive Surgery, Department of Urology, Obstetrical and Gynaecological Department, Ear-Nose-Throat Department, Ophthalmology Department, Department of Neurology, Department of Dermatology, Department of Paediatrics and Adolescent Medicine with the Department of Neonatology)
5 Institutes (Institute of Nuclear Medicine, Institute of Physical Medicine and Rehabilitation, Pathological-Bacteriological Institute, Central Institute of Radiology, Diagnostic and Interventional Radiology, Central Laboratory and Blood Bank)
19 outpatient clinics (Anesthesia Out-Patient Clinic, Pain Out-Patient Clinic, 1st Medical Out-Patient Clinic, 2nd Medical Out-Patient Clinic, 3rd Medical Out-Patient Clinic, 4th Medical Out-Patient Clinic, Endoscopy - Out-patient Clinic, Surgical Out-Patient Clinic, Neurosurgery General Out-Patient Clinic, Out-Patient Clinic for Plastic and Reconstructive Surgery, Urological Out-Patient Clinic, Gynaecological Out-Patient Clinic, Ear-Nose-Throat Out-Patient Clinic, Ophthamological Out-Patient Clinic, Neurological Out-Patient Clinic, Dermatological Out-Patient Clinic, General Out-Patient Clinic for Children and Adolescents, Out-Patient Clinic for Clinical Respiratory Physiology, Orthopedical Service covered by (external) Medical Consultants) as well as
Interdisciplinary Units (a Breast Center as well as an "interventional field Cardiology, Angiology and Rhythmology")
and a heliport.
In order to achieve a spatial separation between the annually around 34,000 hospitalized patients and 300,000 out-patient clinics visitors, most of the out-patient clinics were domiciled in a part of the former Imperial Franz-Joseph Military Academy in Boerhaave alley.
In addition, with the hospital Rudolfstiftung a three-year school for General Healthcare and Nursing is associated with 210 training places (Juch alley 22) as well as over the Department Semmelweis Women's Hospital the Midwives Academy of Vienna, which since September 2007 is run as a bachelor's degree program Midwifery at the University of Applied Sciences FH Campus Wien.
The Rudolf Foundation also hosts a class of Wiener Hospital School.
Die Rudolfstiftung ist ein städtisches Krankenhaus im 3. Wiener Gemeindebezirk Landstraße, Juchgasse 25 und wird vom Wiener Krankenanstaltenverbund geführt.
Geschichte
Krankenhaus Rudolfstiftung
Die Rudolfstiftung wurde von Kaiser Franz Joseph I. im Jahr 1858 anlässlich der Geburt seines ersten Sohnes und designierten Thronfolgers Kronprinz Rudolf gestiftet. Er widmete dafür ein 37.120 m² Stück des hofeigenen Kaisergartens.
Erinnerung an die feierliche Schlußsteinlegung der Rudolfstiftung im Rudolfspital 1864
Nach achtjähriger Bauzeit wurde die Rudolfstiftung fertiggestellt und im Jahr 1865 offiziell feierlich eröffnet. Damals umfasste sie sieben Abteilungen und hatte 860 Betten zur Verfügung.
Um den Anforderungen des 20. Jahrhunderts gerecht zu werden, wurde die Rudolfstiftung in den 1970er Jahren neu gebaut. Im Jahr 1975 wurde das siebzehnstöckige Gebäude neuerlich eröffnet. Es umfasst seither rund 800 Betten.
Im Dezember 1998 wurde das Mautner Markhof’sche Kinderspital geschlossen und die Aufgaben an die Rudolfstiftung übertragen. Im September 2002 wurde der Rudolfstiftung die Semmelweis-Frauenklinik eingegliedert, die seither als Department der Geburtshilflichen und Gynäkologischen Abteilung geführt wird.
Die Krankenanstalt Rudolfstiftung verfügt über
16 medizinische Abteilungen (Aufnahmestation, 1. Medizinische Abteilung, 2. Medizinische Abteilung mit internistischer und allgemeiner Intensivmedizin, 3. Medizinische Abteilung mit Nephrologie und Hämodialyse, 4. Medizinische Abteilung mit Gastroenterologie und Hepatologie, Abteilung für Anästhesie und operative Intensivmedizin, Chirurgische Abteilung, Neurochirurgische Abteilung, Abteilung für Plastische- und Wiederherstellungschirurgie, Urologische Abteilung, Geburtshilfliche und Gynäkologische Abteilung, Hals-Nasen-Ohren Abteilung, Augenabteilung, Neurologische Abteilung, Dermatologische Abteilung, Abteilung für Kinder- und Jugendheilkunde mit Department für Neonatologie),
5 Institute (Institut für Nuklearmedizin, Institut für Physikalische Medizin und Rehabilitation, Pathologisch-Bakteriologisches Institut, Zentralröntgeninstitut, Diagnostische und interventionelle Radiologie, Zentrallaboratorium und Blutbank),
19 Ambulanzen (Anästhesieambulanz, Schmerzambulanz, 1. Medizinische Ambulanz, 2. Medizinische Ambulanz, 3. Medizinische Ambulanz, 4. Medizinische Ambulanz, Endoskopie – Ambulanz, Chirurgische Ambulanz, Neurochirurgische Allgemeine Ambulanz, Ambulanz für Plastische- und Wiederherstellungschirurgie, Urologische Ambulanz, Gynäkologische Ambulanz, Hals-Nasen-Ohren Ambulanz, Augenambulanz, Neurologische Ambulanz, Dermatologische Ambulanz, Allgemeine Ambulanz für Kinder und Jugendliche, Ambulanz für klinische Atemphysiologie, Orthopädische Konsiliarversorgung) sowie als
Interdisziplinäre Einrichtungen (ein Brustzentrum sowie ein „Interventioneller Bereich Kardiologie, Angiologie und Rhythmologie“)
sowie einen Hubschrauberlandeplatz.
Um eine räumliche Trennung zwischen den jährlich rund 34.000 stationär aufgenommenen Patienten und den etwa 300.000 Besuchern der Ambulanzen zu erreichen, wurden die meisten Ambulanzen in einem Teil der ehemaligen k.k. Franz-Joseph-Militärakademie in der Boerhaavegasse angesiedelt.
Weiters ist der Krankenanstalt Rudolfstiftung eine dreijährige Schule für allgemeine Gesundheits- und Krankenpflege mit 210 Ausbildungsplätzen angeschlossen (Juchgasse 22) sowie über das Departement Semmelweis Frauenklinik die Hebammenakademie Wien, welche seit September 2007 als Bachelor-Studiengang Hebammen an der Fachhochschule FH Campus Wien geführt wird.
Die Rudolfstiftung beherbergt außerdem eine Klasse der Wiener Heilstättenschule.
State-of-the-art dialysis, attentive technicians and on-site experts are just the beginning of our unparalleled commitment to patient satisfaction
Sandeep Mallipattu, MD, chief of Stony Brook Medicine Division of Nephrology and Hypertension, was named the Dialysis Clinic, Inc.–Martin Liebowitz Professor in Nephrology at an investiture ceremony on February 13, 2018.
The Rudolf Foundation is an urban hospital in the 3rd district, Country Road, Juch alley 25 and is run by the Vienna Hospital Association.
History
Hospital Rudolf Foundation
The Rudolf Foundation was founded by emperor Franz Joseph I in 1858 to celebrate the birth of his first son and designated heir to the throwne, crown prince Rudolf. For this purpose he gave a 37,120 m² plot of land of the Imperial Garden in the possession of the Court.
Memory to the solemn laying down of the headstone of Rudolf Foundation in Rudolf Hospital in 1864.
After eight years of construction, the Rudolf Foundation was completed and officially solemnly inaugurated in 1865. At that time it consisted of seven departments and had 860 beds at its disposition.
To meet the requirements of the 20th century, the Rudolf Foundation was rebuilt in the 1970s. In 1975, the seventeen-storey building was opened again. Since then it comprises about 800 beds.
In December 1998, the Mautner Markhof'sche Children's Hospital was closed and the tasks transferred to Rudolf Foundation. In September 2002, the Rudolf Foundation the Semmelweis Women's Hospital was incorporated, which since then is run as a department of the Division for Obstetrical and Gynaecological Health Care.
The hospital Rudolfstiftung
16 medical departments (Admission ward, 1st Medcial Department, 2nd Medical Department with Internal Medicine Intensive and General Intensive Care, 3rd Medical Department with Nephrology and Hemodialysis, 4th Medical Department with Gastroenterology and Hepatology, Department for Anesthesiology and Operative Intensive Medicine, Surgical Department, Neurosurgical Department, Department of Plastic and Reconstructive Surgery, Department of Urology, Obstetrical and Gynaecological Department, Ear-Nose-Throat Department, Ophthalmology Department, Department of Neurology, Department of Dermatology, Department of Paediatrics and Adolescent Medicine with the Department of Neonatology)
5 Institutes (Institute of Nuclear Medicine, Institute of Physical Medicine and Rehabilitation, Pathological-Bacteriological Institute, Central Institute of Radiology, Diagnostic and Interventional Radiology, Central Laboratory and Blood Bank)
19 outpatient clinics (Anesthesia Out-Patient Clinic, Pain Out-Patient Clinic, 1st Medical Out-Patient Clinic, 2nd Medical Out-Patient Clinic, 3rd Medical Out-Patient Clinic, 4th Medical Out-Patient Clinic, Endoscopy - Out-patient Clinic, Surgical Out-Patient Clinic, Neurosurgery General Out-Patient Clinic, Out-Patient Clinic for Plastic and Reconstructive Surgery, Urological Out-Patient Clinic, Gynaecological Out-Patient Clinic, Ear-Nose-Throat Out-Patient Clinic, Ophthamological Out-Patient Clinic, Neurological Out-Patient Clinic, Dermatological Out-Patient Clinic, General Out-Patient Clinic for Children and Adolescents, Out-Patient Clinic for Clinical Respiratory Physiology, Orthopedical Service covered by (external) Medical Consultants) as well as
Interdisciplinary Units (a Breast Center as well as an "interventional field Cardiology, Angiology and Rhythmology")
and a heliport.
In order to achieve a spatial separation between the annually around 34,000 hospitalized patients and 300,000 out-patient clinics visitors, most of the out-patient clinics were domiciled in a part of the former Imperial Franz-Joseph Military Academy in Boerhaave alley.
In addition, with the hospital Rudolfstiftung a three-year school for General Healthcare and Nursing is associated with 210 training places (Juch alley 22) as well as over the Department Semmelweis Women's Hospital the Midwives Academy of Vienna, which since September 2007 is run as a bachelor's degree program Midwifery at the University of Applied Sciences FH Campus Wien.
The Rudolf Foundation also hosts a class of Wiener Hospital School.
Die Rudolfstiftung ist ein städtisches Krankenhaus im 3. Wiener Gemeindebezirk Landstraße, Juchgasse 25 und wird vom Wiener Krankenanstaltenverbund geführt.
Geschichte
Krankenhaus Rudolfstiftung
Die Rudolfstiftung wurde von Kaiser Franz Joseph I. im Jahr 1858 anlässlich der Geburt seines ersten Sohnes und designierten Thronfolgers Kronprinz Rudolf gestiftet. Er widmete dafür ein 37.120 m² Stück des hofeigenen Kaisergartens.
Erinnerung an die feierliche Schlußsteinlegung der Rudolfstiftung im Rudolfspital 1864
Nach achtjähriger Bauzeit wurde die Rudolfstiftung fertiggestellt und im Jahr 1865 offiziell feierlich eröffnet. Damals umfasste sie sieben Abteilungen und hatte 860 Betten zur Verfügung.
Um den Anforderungen des 20. Jahrhunderts gerecht zu werden, wurde die Rudolfstiftung in den 1970er Jahren neu gebaut. Im Jahr 1975 wurde das siebzehnstöckige Gebäude neuerlich eröffnet. Es umfasst seither rund 800 Betten.
Im Dezember 1998 wurde das Mautner Markhof’sche Kinderspital geschlossen und die Aufgaben an die Rudolfstiftung übertragen. Im September 2002 wurde der Rudolfstiftung die Semmelweis-Frauenklinik eingegliedert, die seither als Department der Geburtshilflichen und Gynäkologischen Abteilung geführt wird.
Die Krankenanstalt Rudolfstiftung verfügt über
16 medizinische Abteilungen (Aufnahmestation, 1. Medizinische Abteilung, 2. Medizinische Abteilung mit internistischer und allgemeiner Intensivmedizin, 3. Medizinische Abteilung mit Nephrologie und Hämodialyse, 4. Medizinische Abteilung mit Gastroenterologie und Hepatologie, Abteilung für Anästhesie und operative Intensivmedizin, Chirurgische Abteilung, Neurochirurgische Abteilung, Abteilung für Plastische- und Wiederherstellungschirurgie, Urologische Abteilung, Geburtshilfliche und Gynäkologische Abteilung, Hals-Nasen-Ohren Abteilung, Augenabteilung, Neurologische Abteilung, Dermatologische Abteilung, Abteilung für Kinder- und Jugendheilkunde mit Department für Neonatologie),
5 Institute (Institut für Nuklearmedizin, Institut für Physikalische Medizin und Rehabilitation, Pathologisch-Bakteriologisches Institut, Zentralröntgeninstitut, Diagnostische und interventionelle Radiologie, Zentrallaboratorium und Blutbank),
19 Ambulanzen (Anästhesieambulanz, Schmerzambulanz, 1. Medizinische Ambulanz, 2. Medizinische Ambulanz, 3. Medizinische Ambulanz, 4. Medizinische Ambulanz, Endoskopie – Ambulanz, Chirurgische Ambulanz, Neurochirurgische Allgemeine Ambulanz, Ambulanz für Plastische- und Wiederherstellungschirurgie, Urologische Ambulanz, Gynäkologische Ambulanz, Hals-Nasen-Ohren Ambulanz, Augenambulanz, Neurologische Ambulanz, Dermatologische Ambulanz, Allgemeine Ambulanz für Kinder und Jugendliche, Ambulanz für klinische Atemphysiologie, Orthopädische Konsiliarversorgung) sowie als
Interdisziplinäre Einrichtungen (ein Brustzentrum sowie ein „Interventioneller Bereich Kardiologie, Angiologie und Rhythmologie“)
sowie einen Hubschrauberlandeplatz.
Um eine räumliche Trennung zwischen den jährlich rund 34.000 stationär aufgenommenen Patienten und den etwa 300.000 Besuchern der Ambulanzen zu erreichen, wurden die meisten Ambulanzen in einem Teil der ehemaligen k.k. Franz-Joseph-Militärakademie in der Boerhaavegasse angesiedelt.
Weiters ist der Krankenanstalt Rudolfstiftung eine dreijährige Schule für allgemeine Gesundheits- und Krankenpflege mit 210 Ausbildungsplätzen angeschlossen (Juchgasse 22) sowie über das Departement Semmelweis Frauenklinik die Hebammenakademie Wien, welche seit September 2007 als Bachelor-Studiengang Hebammen an der Fachhochschule FH Campus Wien geführt wird.
Die Rudolfstiftung beherbergt außerdem eine Klasse der Wiener Heilstättenschule.