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Gwinnett Medical Center’s

mobile mammography Care-

a-Van has gotten a high-tech

upgrade. Its conversion is the last

piece of GMC’s transition to all-

digital mammography services for

the women of our community.

“The upgrade to digital mam-

mography is a milestone at GMC,”

says Carolyn Hill, chair of the TIME

MATTERS in the fight against Breast

Cancer campaign and president

of the GMC Foundation Board of

Trustees. “Women now have the ben-

efit of digital versus the traditional

film mammogram.”

The benefits of digital mammog-

raphy include:◆ Better pictures with the lowest

possible dose of radiation.◆ Better visibility of the breast,

especially near the skin line, the

chest wall and, for women who have

it, varying density of breast tissue.

Since its inception in 1994, the

Care-a-Van has performed more than

19,000 mammograms and been to

more than 1,600 sites. In 2004, the

GMC Foundation’s TIME MATTERS

in the fight against Breast Cancer

campaign funded a new van. The

all-digital transformation was

again spearheaded by the GMC

Foundation, which has raised well

over $4 million to improve access

to routine and diagnostic mammo-

grams and to expand services for

breast cancer patients.

“My experience with the Care-

a-Van was very pleasant,” says

patient Aubrey Sensibar. “The best

thing about it is that it’s so conve-

nient and the wait was not long.

My mammogram was thorough

and very cost-efficient.”

The Digital StandardFoundation funds have made dig-

ital mammography the standard

of care at all GMC screening mam-

mography locations: Gwinnett

Women’s Pavilion, the Marion

Allison Webb Center for Screening

Mammography, the Outpatient

Center at GMC – Duluth and now

the Care-a-Van.

The digital Care-a-Van also gives

the doctor and patient the most

information in the shortest amount

of time.◆ Images are immediately avail-

able on a computer monitor in the

Care-a-Van.◆ Technologists can view the image

for good positioning quality and let

the patient leave.◆ Radiologists instantly can review

the electronic images no matter

where they are: in the Care-a-Van,

in the hospital, at their offices

or even at home.

“The support of the com-

munity and the time and effort

put forward to making this

possible is truly appreciated,”

says Sue Woodall, R.T., R.M.,

the Care-a-Van supervisor.

“The digital upgrade now gives

us a great advancement in

women’s health.” ■

Supervisor Sue Woodall, R.T., R.M., sits at the helm of the all-digital Care-a-Van.

Care-a-Van QualificationsTo have a screening mammogram on the Care-a-Van, you must meet the following requirements:◆ Have a screening mammogram order/

prescription from a physician.◆ Be 35 years of age or older.◆ Have no previous history of breast cancer,

breast surgery in the last 24 months, breast implants or active breast problems.

RollHow We

On TourTo bring the Care-a-Van to your location, call 678-312-4760. To schedule a mammogram on the Care-a-Van, call Gwinnett Medical Center’s HealthLine at 678-442-5000.

Care-a-Van mobile mammography unit gets an all-digital upgrade

vim & vigor1fall 2007

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vim & vigor 2 fall 2007

GWINNETT MEDICAL CENTERPresident and Chief Executive OfficerPhilip R. Wolfe

Gwinnett Health System Board of DirectorsWayne Sikes, Chairman; Steven Boyd; Jayaprakash Desai, M.D.; Joseph C. Finley, M.D.; Willard Hearin, M.D.; Carolyn Hill; Tommy Hughes; Eric Kreimer; Chung H. Lee, J.D.; Miles H. Mason III, M.D.; David McClesky; Edward Radford; Marc Unterman, M.D.; Kathryn Parsons Willis; Philip R. Wolfe

Medical Staff OfficersPresident, Miles H. Mason III, M.D.Vice President, Scott Schorr, M.D.Secretary, Richard Delgado, M.D.Anesthesia, Chris Hosfeld, M.D.Emergency Medicine, Kent Cohen, M.D.Medicine, Paul Weinberg, M.D.OB/GYN, Joseph Pohl, M.D.Oral & Maxillofacial Surgery, Asif Taufiq, DDSOrthopedic Surgery, Gary Levengood, M.D.Pathology, Robert Siegel, M.D.Pediatrics, Neill Videlefsky, M.D.Psychiatry, Steven Lee, M.D.Radiology, Jon Siegel, M.D.Surgery, James Majors, M.D.

Vim & Vigor Managing EditorKyle Brogdon

Editorial BoardKathy Cochran, Ginger Powell, Katie Wheeler

Editorial AdviserJohn Riddle

Clinical Contributing EditorsJoanne Culvern, R.N., CCRN; David Lantz, M.D.; Gary Levengood, M.D.; Scott Maughon, M.D.; Marshall Nash, M.D.; Manfred Sandler, M.D.; Darrell Scales, M.D.; Sue Woodall, R.T., R.M.

PRODUCTIONEditor in Chief, Stephanie ConnerSenior Editor, Matt MorganCopy Editor, Cindy HutchinsonV.P./Creative Services, Beth TomkiwArt Directors, Lisa Altomare, Kay MorrowProduction Managers, Laura Marlowe, Tanya ClarkImaging Specialist, Dane NordinePrep Specialists, Julie Fong, Sonia WashingtonCirculation Director, Joseph AbeytaV.P./Sales and Product Development, Chad Rose,

888-626-8779V.P./Strategic Marketing, Heather BurgettStrategic Marketing Team, Brady Andreas, Lisa Jabara

ADVERTISING SALES Advertising Sales RepresentativesNew York, Phil Titolo, Publisher, 212-626-6835Phoenix, Soliteir Jaeger, Associate Publisher, 888-626-8779Chicago, Tom Meehan, 312-726-7800Mail Order, Bernbach Advertising Reps, 914-769-0051

ADMINISTRATION Vim & Vigor Founder, J. Barry JohnsonChairman, Preston V. McMurry Jr.President/Chief Executive Officer, Christopher McMurryPresident/Custom Media, Fred Petrovsky

Vim & Vigor,™ Fall 2007, Volume 23, Number 3. Georgia Region 2is published quarterly by McMurry, McMurry Campus Center, 1010 E. Missouri Ave., Phoenix, Arizona 85014, 602-395-5850. Vim & Vigor™ is published for the purpose of disseminating health-related information for the well-being of the general public and its subscribers. The information contained in Vim & Vigor™ is not intended for the purpose of diagnosing or prescribing. Please consult your physician before undertaking any form of medical treatment and/or adopting any exercise program or dietary guidelines. Vim & Vigor™ does not accept advertising promoting the consumption of alcohol or tobacco. Copyright © 2007 by McMurry. All rights reserved. Subscriptions in U.S.: $4 for one year (4 issues). Single copies: $2.95. For subscriptions and address changes, write: Circulation Manager, Vim & Vigor,™ McMurry Campus Center, 1010 E. Missouri Ave., Phoenix, Arizona 85014.

Gwinnett Medical Center678-312-4321

1000 Medical Center Blvd., Lawrenceville, GA 30045gwinnettmedicalcenter.org

If you prefer not to receive Vim & Vigor™ from Gwinnett Medical Center, please call 888-626-8779.

p h i l ’ s f e at u r e

Articulating our vision: A healthy future for Gwinnett

Gwinnett Medical Center has an incredible vision

for the future—a vision that will transform

healthcare in our community.

In late 2006, the Gwinnett Health System board of

directors adopted a new strategic plan to guide GMC

over the next five years. However, what they adopted is

much more than a plan—it is a vision that will impact healthcare now and for

future generations.

At its core, the vision is simple: to ensure the very best care is available for

every patient we serve. But the big-picture view, with all of its complexities

and challenges, is truly visionary. That vision is called:

Project PATH

Planning, Advancing & Transforming Healthcare

Project PATH initiatives will enable Gwinnett Medical Center to advance

programs, services and technology and transform our facilities to continue

to attract the best physicians and staff. This is essential for us to be able to

provide the highest level of clinical excellence.

GMC already has made many significant advances, including the opening

of GMC – Duluth in October 2006 and the beginning of construction on a new

155-bed patient tower at GMC, which is scheduled for completion in 2009.

These projects, along with other Project PATH initiatives, will help to:◆ Expand capacity for new and existing specialty clinical programs.◆ Reduce hospital overcrowding and long Emergency Department waits.◆ Keep GMC at the forefront of medical technology and clinical excellence.◆ Enable GMC to remain a strong pillar in the community.

Having a vision to transform healthcare is one thing. Implementing it is

quite another. The initiatives outlined in Project PATH total more than $420

million in capital expansion needs over the next five years that will enable

us to literally transform healthcare in our community.

We are confident that with the vision outlined in Project PATH and a

strong commitment from our community, we will continue to remain the

hospital Gwinnett deserves—but more important, the hospital you deserve!

Philip R. Wolfe

President and CEO

Gwinnett Hospital System

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1How We Roll Gwinnett Medical

Center’s mobile Care-a-Van has wheeled

into state-of-the-art technology. Thanks to

the latest in digital mammography, patients

now receive better mammograms with the

lowest possible dose of radiation and faster

test results.

4A Second Chance at Life At age 31,

Michael Jira nearly died in a motorcycle

accident. Returning to a normal life as a hus-

band and father of two required a courageous

journey with numerous operations, including

a new hip resurfacing procedure.

6Learning Leadership Take a behind-

the-scenes peek at Gwinnett Medical

Center’s unique program that is turning phy-

sicians into leaders during this challenging

time in healthcare.

18Operation: Minimization We live

in an era of microchips and, now, “key-

hole” surgery. Learn more about the medical

breakthrough that’s bringing smaller incisions,

shorter hospital stays, less scarring and faster

healing to an operating room near you.

24Ticker Tech Old song lyrics lament,

“How do you mend a broken heart?”

It’s easier now than ever, thanks to these five

technologies for ailing hearts.

34Healthcare Career Day Healthcare

is predicted to provide more than 17

million jobs by 2014. One of them might just be

your dream job—even if you can’t stand the

sight of blood. Explore the possibilities.

38Through the Years If you

think you’re feeling the pinch

during your annual mammogram,

flash back over the past four

decades, from the era of the pet

rock to today’s digital age. It

brings new meaning to the term

“women’s lib.”

44Eye of the Beholder When you

look in the mirror, do you love what

you see? If not, then discover nine secrets for

feeling great in your own skin.

49The Best Defense Find out how

Scott Maughon, M.D., is protecting

our youths from sports injuries as head of a

new prevention program that teams GMC

with the Gwinnett Football League.

50Quick Studies Can you name the

five common symptoms of stroke—

without hesitating? If not, read this so you

can take advantage of some of the best new

time-sensitive stroke treatments.

52Wanted: Open Heart Surgery in Gwinnett Across the nation,

40 percent of all deaths are related to car-

diovascular causes. Manfred Sandler, M.D.,

GMC’s chief of cardiology, reveals what

Gwinnett County must do for its citizens to

beat the odds.

54Caring People Caring for PeopleThey’ve given more than $2.9 million

for the advancement of healthcare services at

GMC. Meet these generous donors, who are

members of the Keystone Society.

56Precious Time When writing

a check isn’t enough, Gwinnett

Medical Center’s Auxiliary donates

another precious gift: time. A recent

luncheon honored these volunteers,

including Dick Berry, who clocked in

a whopping 838 hours in 2006.

COVER PHOTOGRAPH BY CLIFF WATTS/ICON INTERNATIONAL

contents F A L L 2 0 0 7

In Every Issue2 Phil’s Feature8 Clinical Quality9 Seniority10 Appetite for Health12 A Healthy Dose

Cover StoryTop of Mind Oscar-winning actor Denzel Washington rivets audiences with his performances. Off-screen, he brings his passions to a real-life drama that has deeply touched his family—finding new treatments for neurological disorders. Page 30.

FeaturesFeatures


page 54

page 4

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This is what Michael Jira

sees each time he drives past

a familiar place near the

intersection of Old Norcross and

Herrington roads in Lawrenceville.

It was there, in August 2002, that he

lost control of his motorcycle, tum-

bled into that still-scarred guardrail

and nearly lost his life. He did lose his

right foot and suffered two broken

arms, broken ribs, multiple fractures

of his pelvis, fractured vertebrae and

a severe head injury.

“I’m lucky I was less than 10 min-

utes from Gwinnett Medical Center,”

Jira remembers. After being rushed

to the GMC trauma unit, Jira was

attended to by on-call trauma spe-

cialists including Gary Levengood,

M.D., chief of orthopedics. Numerous

operations were needed to stabilize

Jira, with extensive work done on

the multifractured pelvis. After

undergoing years of physical, occu-

pational and speech therapies, there

was still one major source of pain.

“My biggest problem was my left

side from where I broke my pelvis,”

Jira says. “No words can describe

the pain I endured around my left

hip. Dr. Levengood would give

me injections to help calm down

the inflammation and bursa, but

that relief lasted only about eight

months. The injections stopped

working and offered no relief from

the pain I was enduring.”

Jira says Dr. Levengood told

him he had arthritis in the hip

joint that could have been adding

to the pain, along with bone spurs

that still existed. Dr. Levengood

mentioned a newly approved pro-

cedure available as an option to

total hip replacement: Birmingham

Hip resurfacing.

The Birmingham Hip“I knew nothing about hip resur-

facing,” says Jira, who was 31, with

a wife and two young children, at

the time of the accident. “The first

thing I thought was, I am too young

for a hip replacement.”

But the Birmingham Hip resur-

facing procedure is not like tradi-

tional hip replacement. Traditional

total hip replacement removes the

top of the femur bone and inserts a

metal stem into the exposed bone

shaft. A ball joint is locked onto the

top of the stem and the new ball

joint rotates against a plastic liner

implanted in the pelvis.

This metal implant constantly

rubs against the plastic liner, causing

loose plastic particles to accumulate

over time. This is particularly neg-

ative in active, younger patients,

like Jira, who can easily wear out

these replacement hips, requiring a

second, more difficult operation.

However, both sides of the

Birmingham Hip resurfacing joint

are made from high-carbide cobalt

“The marks on the guardrail are still there five years later.”

HIP REPLACEMENT ALTERNATIVE FREES ONE MAN FROM INDESCRIBABLE PAINA Second Chan


Gary Levengood, M.D., (left) shows Michael Jira how the Birmingham Hip resurfacing device functions.

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chrome. This metal-on-

metal joint means less

friction and less wear—

98 percent less than

traditional metal-on-plastic

implants. High-carbide cobalt

chrome hip implants also endure

wear better and last longer than

plastic implants. After traditional

total hip replacement, between 1

percent and 4 percent of hip replace-

ment patients suffer a dislocation

of the hip. The Birmingham Hip

metal-on-metal joint reduces those

odds of dislocation to 0.3 percent.

“Dr. Levengood said that even-

tually I would have to have a hip

procedure of some type down the

road, so I gave it some thought,” Jira

says. “After being in constant pain

for four years … I was tired of hurt-

ing and aching. We agreed to do

the hip resurfacing, and I had the

surgery in January 2007.”

Road to RecoveryNow months removed from sur-

gery, Jira says the physical recovery

is tough, but he believes it will be

worth it in the end. “I do not have

the nerve pain or aches

I had before. Now it is

muscle soreness and

stiffness. I have experi-

enced relief in my hip, but

the recovery process is

slow. Having to rebuild

muscles is the problem.”

Says Dr. Levengood:

“A great benefit for Michael was

that we were able to save a great

deal of his hip bone by using the

hip resurfacing. The resurfacing

system fits over the existing bone,

and mirrors the hip’s natural ana-

tomic proportions. The end result

for young patients like Michael is

a good chance of getting back to

being active.”

This focus on keeping more of

the original bone was a great draw

to the procedure for Jira. “You get

to keep your bones,” he says. “From

what I understand, keeping more

bone gives you a stronger joint, and

a better chance to return to a nor-

mal lifestyle with fewer problems.”

Jira says he is very thankful

for Dr. Levengood and all of his

other doctors who treated him at

Gwinnett Medical Center. “They

gave me a second chance at life,”

he says. “I will always have a great

deal of respect for Dr. Levengood

and what he has done for me.” ■

A Wife’s PerspectiveBy Denise JiraI received the phone call no one ever wants to get, late in the evening of Aug. 7, 2002. I was asked by the person on the phone if I knew Michael Jira. They informed me that he had been in a serious accident and I needed to get to the hospital.

Upon arriving I was immediately whisked into a conference room where I was surrounded by family. At about 4 a.m. a doctor came to the Intensive Care Unit waiting area, shook my hand and then held it as he discussed with me what he had done to stabilize Mike’s right leg that had been amputated. This was Dr. Gary Levengood. He was so calm and reassuring but advised the next few days would be telling.

I then began the daily ups and downs of lab work, X-rays, procedures, pumps, feed-ing tubes, ventilator readings and reports of what the next hour to day would mean. Our clinical team at Gwinnett Medical Center always kept me up to date, even if I was not there—they would call me on my cell phone or at home.

Dr. Levengood always let me know when he was coming so we could discuss Mike’s care. He was always upfront and honest and he has kept our trust and respect over this entire journey. Mike knows Dr. Levengood is always looking out for what will give him the best chance at recovery. I appreciate everyone who came into our lives during this time and has given me back my husband and friend, and gave our kids the daddy they love and cannot live without.

The Jira family (from left): John William, Denise, Michael, Michael Jr. and (not pictured) Whitney

ce at LifeSend In a Replacement

For more information on Gwinnett Medical Center’s joint replacement program, visit gwinnettmedicalcenter.org/totaljoint.

To find a physician, call HealthLine at 678-442-5000.


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Gwinnett Medical Center constantly

strives to provide the highest quality

healthcare to the community. Today,

hospitals face mounting challenges to

success, from competition to decreasing

reimbursement. And in a growing community such

as Gwinnett, meeting the need for more facilities and

services as well as the latest and greatest technology is

critical. We couldn’t achieve our goals without strong

relationships between hospital leadership and our

medical staff.

One of the key alliances that hospital leadership

can develop is with its local physician leaders. The

most fully aligned hospital-physician leadership teams

often are at the head of the pack of best performing

healthcare institutions.

It is with this goal in mind that Gwinnett Medical

Center launched the first of four Physician Leadership

Academy meetings in spring 2007. The Physician

Leadership Academy is a partnership between

Gwinnett Medical Center and the Advisory Board

Co., which began the Physician Leadership Academy

in 2003 to strengthen working partnerships between

hospitals and physicians.

Starting OutTwenty-four Gwinnett Medical Center physicians

attended the first meeting in February at the Gwinnett

Chamber of Commerce in Duluth. This core group of

physician leaders set out to establish a vision for growth

and partnership with Gwinnett Medical Center.

Through a combination of presentations, case studies,

simulations, and group and individual exercises, acad-

emy physicians learn the essentials of leadership and

business in a series of half-day sessions. Workshop top-

ics range from managing group dynamics to advanced

business analysis. The curriculum, designed by and

for physicians, is grounded in best practices research

drawn from the nation’s leading health systems and

physician leaders.

Graduates of the Physician Leadership Academy

will be better prepared to assume greater leadership in

organizational decision-making, impacting the medical

staff and Gwinnett Medical Center as a whole.

Gwinnett Medical Center salutes its 2007 Physician

Leadership Academy physicians. ■

LeadershipLeadershiLearning

GMC physicians kick off a program of growth and performance


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GMC physicians attend the first Physician Leadership Academy meeting on Feb. 22. Front row, from left: Marshall Nash, M.D.; Alexander Saker Jr., M.D.; Swayamprabha S. Tyagi, M.D.; Spencer I. Rozin, M.D.; K. Carlton Buchanan, M.D.; Searle W. Videlefsky, M.D.; Jayaprakash R. Desai, M.D.; and Martin L. Austin, M.D. Middle row, from left: Gary A. Levengood, M.D.; Scott W. Schorr, M.D.; Jon L. Seigel, M.D.; Todd E. Zeigler, M.D.; Manfred A. Sandler, M.D.; Miles H. Mason III, M.D.; William F. McGann Jr., M.D.; and Elliott G. Raizes, M.D. Back row, from left: Andrew Doris, M.D.; Howard Sohnen, M.D.; Gregory Mauldin, M.D.; Steven R. Lee, M.D.; James D. Majors, M.D.; Charles B. Moomey, M.D.; Dinesh Chatoth, M.D.; and Gaston Garcia, M.D.

GMC’s Academy PartnerThe Advisory Board Co. (advisory.com) serves a mem-

bership of approximately 2,500 healthcare organizations

across the country. It provides best practices research

and analysis to the healthcare industry, focusing on

business strategy, operations and general management

issues. Gathering data across and beyond the member-

ship, the Advisory Board publishes daily and weekly

news services, 50 major studies and 3,000 customized

research briefs each year on progressive management

and clinical practices in healthcare.

Leadershipp


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QC L I N I C A L Q U A L I T Y S E R I E S

GMC’s ICU is a Beacon of critical care excellence

The team’s most satisfying

moments come when patients

who were once critical return

to their families and their lives.

Imagine, then, what an

affirmation it was to find our

critical care team standing in

the Beacon Award’s spotlight.

In May, GMC became only the

second hospital in Georgia

that has raised the bar to the

elevated standards required by the

AACN and that now serves as an

example for other hospitals.

A Great Reward“We are honored to be recognized

by our peers for the work that we

do in critical care,” says Joanne

Culvern, R.N., CCRN, clinical man-

ager of the Intensive Care Unit.

“We believe an exemplary ICU is a

place that lights the path to recov-

ery and provides guidance through

obstacles and challenges. We are

prepared for those challenges, thanks

to our constant quality improve-

ment efforts and our patient focus.

It’s great to be rewarded for our

efforts with the Beacon Award and

national recognition.”

To be considered a Beacon Award

candidate, a hospital must have:◆ Recognized excellence in the

intensive care environments in

which nurses work and critically ill

patients live.◆ Recognized excellence of the

highest quality measures, processes,

structures and outcomes based on

evidence.◆ Recognized excellence in collabo-

ration, communication and part-

nerships that support the value of

healing and humane environments.◆ Developed a program that con-

tributes to actualization of AACN’s

mission, vision and values.

“We are very pleased to receive

this award and we’re very proud of

the hard work it represents,” says

John Zedick, vice president of quality

at GMC. “It is not only a validation

of the excellent care we provide, but

it also assures the members of our

community that we are right here,

close to home, with the very best in

critical care when it’s needed.” ■

The Award Goes to …

For an extensive list of the quality awards earned by Gwinnett Medical Center,

visit gwinnettmedicalcenter.org/quality.

QUALITYIntensive

GMC’s Intensive Care Unit staff members gather to celebrate their Beacon Award.

Intensive care. It’s one of those

things you hope you’ll never need,

but you’re glad it’s there. And if

you do need it, it’s comforting to

know that the intensive care avail-

able at Gwinnett Medical Center

has been nationally recognized

with a Beacon Award.

This prestigious award is pre-

sented by the American Association

of Critical-Care Nurses (AACN) to

hospital intensive care units for

demonstrating the highest qual-

ity standards in innovation and

excellence in nurse recruitment

and retention; education, training

and mentoring; patient outcomes;

creating and promoting healthy

work environments; evidence-

based practice and research;

and leadership.

At Gwinnett Medical

Center, the intensive care

team puts its full focus on pro-

viding the best care possible

to patients and their families.

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T he chairman of Gwinnett

Medical Center’s Sports

Medicine program takes

injury prevention seriously. That

may be because Scott Maughon,

M.D., is not only an orthopedic sur-

geon, but also a dad who coaches

his son’s football team in Gwinnett

County. Dr. Maughon is the archi-

tect of a two-year-old partnership

between GMC and the Gwinnett

Football League (GFL).

The partnership is built on injury

prevention and educational training

for more than 250 GFL team trainers.

“The decision for Gwinnett Medical

Center and the GFL to work together

was forged by a common belief and

commitment that both organiza-

tions share—that it’s never too early

to stress the importance of safety,”

Dr. Maughon says.

Erik Richards, president of the

GFL, says he wants youth-level foot-

ball to be as fun and injury-free as

possible. “The physicians are here

and the hospital is here providing

medical care regardless of the age

of the players,” he says. “It just made

good sense to partner up.”

The GMC-GFL partnership is

designed to provide additional layers

of protection from injury and heat

illness and to respond quickly and

effectively if and when injuries occur.

On the Front LineGMC and the Sports Medicine pro-

gram hosts a four-hour GFL trainers

clinic in early August for the parent

volunteers who will serve as team

trainers on the field. The instructors

are GMC-affiliated Sports Medicine

physicians and certified athletic

trainers. Team trainers are taught

basic first aid and attend breakout

sessions to learn about taping, car-

diovascular health, heat exhaustion

and use of an automated exter-

nal defibrillator. They even

learn about appropriate snacks,

hydration and pre-game meals.

All trainers are given medical

supplies and training kits for

sideline use.

Certified athletic trainers

provide coverage at the field for

12-year-old seventh- and eighth-

grade players. In addition, EMTs

provide coverage at parks, and GMC

Sports Medicine physicians are on

call for teams with older players.

These trainers are medical

professionals who are experts in

injury prevention and who

assess, treat and rehabilitate,

especially in orthopedic and

musculoskeletal disciplines.

They are recognized by the

American Medical Association

as allied healthcare profession-

als. Certified athletic trainers

have knowledge and skills in:◆ Injury prevention◆ Clinical evaluation and

diagnosis◆ Immediate care◆ Treatment, rehabilitation

and reconditioning◆ Organization and administration ■

GMC Has You CoveredGwinnett Medical Center offers a broad

range of sports medicine expertise. To learn more about the physicians who make up the sports medicine team, visit gwinnettmedicalcenter.org/sports. To find a physician who’s right for you, call HealthLine at 678-442-5000.

Scott Maughon, M.D.

Affiliated physicians andtrainers offer a game plan

for sports injury prevention

DefenseThe Best

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Top of Mind continued from page 33

symptoms. In some cases surgery

can help. A therapy called deep brain

stimulation—in which electrodes

that help decrease involuntary

movements are implanted into

the brain—holds promise. “Deep

brain stimulation has proven to be

hugely beneficial with movement

disorders and Parkinson’s disease

in particular,” Charles says.

raisingawarenessFor a leading man making Hollywood

blockbusters at a regular clip, success

seems to have arrived for Denzel

Washington. Yet, for him, success

isn’t about film credits or red-carpet

galas. “If you ask me, being a success

means helping others,” he writes

in his book A Hand to Guide Me

(Meredith Books, 2006).

In this case, “others” are the

millions who stand to benefit from

neurological breakthroughs. Edgerly,

for one, is grateful for Washington’s

efforts. “I really commend Denzel for

focusing on this,” she says. “It’s time

to raise awareness. And the time to do

it is now.” ■

Stroke patients benefit from programs under way at GMC

and information provided through

these trials will bring new treat-

ments to light, offering hope to

stroke patients and their families.

Two new studies—the Chorus

and Ancrod stroke study trials—

currently are enrolling patients

at Gwinnett Medical Center and

GMC – Duluth.◆ The Chorus study offers a 23-hour

window for patients with acute

stroke and mild to moderate hyper-

glycemia (elevated blood sugar),

which can be a predictor of a poor

outcome. The purpose of the study

is to determine if medication can

safely lower blood sugar and there-

fore reduce disability and improve

stroke results.◆ The Ancrod study for treat-

ment uses clot-buster medication

made from Malaysian pit viper

venom. The study’s purpose is to

determine whether starting this

treatment within six hours of

stroke onset improves results after

three months. ■

Saving Lives5Marshall Nash, M.D., is dedicated to stroke research for the benefit of our community. Each new method of treating stroke that is discovered equals lives saved. For more information on neuroscience at GMC, visit

gwinnettmedicalcenter.org/neuro.

Sudden …Numbness or weakness of the

face, arm or leg, especially on one sideConfusion, or trouble speaking

or understandingTrouble seeing in one or both eyes

Difficulty walking, dizziness, or loss of balance or coordinationSevere headache with no

known cause

QuickStudies

Why do we want to raise

awareness about signs

and symptoms of stroke?

Some of the most effective stroke

treatments must be administered

within specific time frames follow-

ing a stroke. If you recognize the

signs and symptoms, you’ll

be in a better position to

take advantage of some of

the best time-sensitive stroke

treatments available.

Thanks to the efforts of

Marshall Nash, M.D., chief stroke

study investigator and local neurol-

ogist, Gwinnett Medical Center is

one of the nation’s highest enrollers

of the recently completed Taisho

stroke study, which studied a medi-

cation’s ability to inhibit blockage

to the area of the brain where

stroke had occurred, salvaging

more brain tissue.

When dealing with stroke, time

is of the essence. “If you think you

are having a stroke, tell your nurse

or doctor, ‘I think I’m having a

stroke,’” Dr. Nash says. “Don’t risk

your life by making the ER guess

what you are experiencing.”

Up and ComingThe next clinical study phase is

planned for this fall. The research

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The Gwinnett Medical Center Foundation held its 15th Annual

Ball & Auction, “Havana Nights,” on May 5 at the Atlanta Marriott

Gwinnett Place in Duluth. More than 400 guests enjoyed the evening

of dining and dancing, which also included live and silent auctions.

The event raised more than $260,000

to fund Project PATH, GMC’s new stra-

tegic plan, unveiled during the event

by President and CEO Philip R. Wolfe.

Read more about Project PATH in

“Phil’s Feature” on page 2. ■

TEE IT UPFOR THE 10TH ANNUAL DR. MILES H. MASON JR. MEMORIAL GOLF TOURNAMENT• Tuesday, Oct. 2, 2007• Legends, Chateau and Woodlands courses at

Chateau Elan Golf Club

For information on sponsorship and underwriting opportunities, call the Gwinnett Medical Center Foundation office at 678-312-2655.

Oh, What a

ANNUAL BALL & AUCTION HEATS UP WITH DINING, DANCING AND DONATING

From left: Wayne Sikes, chairman of the hospital board, and Philip R. Wolfe, president and CEO of Gwinnett Hospital System, meet with Jim Maran, president and CEO of the Gwinnett Chamber of Commerce.

Michele and Gaston Garcia, M.D., Ball chairs, welcome more than 400 guests to Gwinnett Medical Center Foundation’s 15th Annual Ball & Auction, “Havana Nights.”

Dr. James and Beth Elsey break from bidding on one of the 300 silent auction items.

Whitney Sue Jones performs at “Havana Nights.” Jones, who was in a devastating automobile accident in December 2005, will become a professional dancer in August.

Night

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WANTED:WANTED:Open Heart Surgery in Gwinnett

A letter from GMC’s chief of cardiology

Dear Gwinnett,

Cardiovascular disease remains the No. 1 killer of Americans. Sadly, even with the

most up-to-date care, 40 percent of all deaths are related to cardiovascular causes.

Gwinnett County is no different from the national scene.

Gwinnett Medical Center has done and continues to do a great deal to improve the cardiac and

vascular care in our community, with national recognition in clinical quality. GMC’s nationally

accredited Chest Pain Center and cardiology services have staffs that are specially trained in the

latest protocols and treatments to manage and initially treat a heart attack or heart pain victim. They

also are fully equipped to diagnose, manage and treat all other vascular disorders not involving the

heart. GMC has a stroke program nationally certified by The Joint Commission.

National guidelines recommended by the American College of Cardiology (ACC) for the optimal

treatment of heart attack patients call for interrupting the heart attack by opening up the blocked

blood vessel with a balloon and stent within 90 minutes of the patient’s arrival at the emergency room.

An alternative, which only works about 60 percent of the time, is to inject clot-busting medication

into the patient’s vein within 30 minutes of arrival.

Quick Intervention Is a Must

The clot-busting medication procedure has been successfully performed by GMC’s Emergency

Department physicians, cardiologists and nursing staff for a number of years. We know from

worldwide clinical trials that this option is second best to acute intervention. The final caveat in

this treatment saga is that in order to perform the first choice procedure (balloon angioplasty and

stent), the cardiologist must have an open heart surgery backup team available in the facility where

the patient is being treated. This is mandated by the ACC and the American Heart Association.

The doctors and ER staff at GMC are extremely efficient at making the diagnosis of a heart attack,

which may require acute intervention, within six minutes of the patient’s arrival (versus the national

median of nine minutes). The next step in treatment is to get the patient transported from the ER to

a cardiac cath lab in a hospital that has open heart surgery available as a backup.

The Heart of the Problem

And here is where Gwinnett County citizens have a tremendous problem—in accordance with

state regulations, there is no hospital within Gwinnett County that has open heart surgery

available as a backup. Therefore, patients need to be transported via road or air to either Atlanta

or Gainesville. This is archaic and unnecessary given the fact that GMC has two on-site cardiac

catheterization laboratories and private cardiologists ready, willing and able 24/7 to perform

these procedures. Incidentally, the same cardiologist currently has to travel along with the patient

being treated, in some cases following behind the ambulance, to these facilities to perform the

procedure. This seems counterintuitive and illogical.

Manfred Sandler, M.D.

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P.S.5To learn more about open

heart surgery and Gwinnett, visit gwinnettmedicalcenter.

org/openheart.

The national average time to transport a patient between hospitals for this procedure is 117 minutes.

Remember, the clock is ticking—and the more time that transpires before opening up the blocked blood

vessel, the more heart muscle dies during the heart attack. Valuable time is wasted transporting the

patient and the ultimate prognosis worsens, ultimately raising the mortality rate from heart attacks.

Upon arrival to the next facility, the procedure still needs to be performed, taking an average of

30 minutes more. You do the math!What Does This Mean for Gwinnett?This information raises the following questions:How does traffic within Gwinnett County impact heart attack sufferers?

The average time to transport a patient from any facility in Gwinnett County to a hospital that

has an open heart surgery program is 209 minutes. Once again, you do the math—and don’t forget

to add time to actually do the procedure after arrival. This has absolutely nothing to do with the

decision to transfer the patient. The problem lies solely in the fact that traffic on our major highways

and freeways from Gwinnett and other outlying counties has become a veritable nightmare.

Indeed, the downtown commute in morning traffic takes the majority of us more than an hour.

That is if there is no accident or road construction. Imagine how the patient, ambulance driver

and treating staff feel. Transport via air ambulance is no more efficient. One merely has different

obstacles—availability of a helicopter and inclement weather play major impeding roles.

What prevents any hospital within Georgia, Gwinnett Medical Center included, from establishing

an open heart program?The Georgia Department of Community Health requires that all healthcare facilities performing any

health service obtain a certificate of need to provide that particular service. This program is designed

to ensure the availability of adequate healthcare services, while also safeguarding against unnecessary

duplication of services that raise the costs of healthcare. This is the case with open heart surgery in

Gwinnett County.Unfortunately, treating doctors and staff play little or no role in deciding which hospitals should

offer services such as open heart surgery. The decision lays almost solely in the hands of politicians

and the strength of lobbying dollars of the hospitals that may be financially affected by such decisions.

A Need for Closer-to-Home CareYou now know the need for an open heart program in Gwinnett County, which I believe strongly

should be at Gwinnett Medical Center. The population of Gwinnett County has grown beyond

750,000 in 2007. The predictions are that this county, which is Georgia’s second largest, will assume

the top spot by 2010. Having to transport citizens suffering heart attacks to another county is

simply not acceptable.How many counties within our great nation have a population greater than 700,000 and do not

have an open heart facility available to provide services to its citizens?

Only one: Gwinnett County.This is quite frankly a recipe for disaster and a disservice to our citizens.

I think it’s time that Gwinnett Medical Center had an open heart program to serve

the growing community’s residents. In the coming months, I hope you’ll begin to

understand the need for your support of an open heart program at GMC—a need that,

in order to be met, will require a great deal of community support.

As you hear more about this problem, I hope you’ll be educated and ready to support

open heart surgery at Gwinnett Medical Center. We can be saving the lives of our

residents. Gwinnett County needs open heart surgery.

Manfred Sandler, M.D.

Chief of Cardiology, Gwinnett Medical Center

Private cardiologist, Cardiovascular Group PC vim & vigor53fall 2007

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A keystone, in architecture, is the stone that sits atop

an arch. It is the supporting piece and element for the

entire arch. Without this stone, the arch would collapse.

The Keystone Society of the Gwinnett Medical Center

Foundation holds true to that definition. The society

recognizes individuals who have made a

personal commitment of $10,000 or more

to the Foundation. Currently there are

82 members in the Keystone Society, and

collectively they have given more than

$2.9 million to fund the advancement of

healthcare services in Gwinnett.

Impacting the Bottom Line“Our contributions make more of an impact than you

realize,” says Miguel Candelaria, a new member of the

Keystone Society. “Many people don’t know what it takes

to add money to the bottom line of a hospital, and the

difference between money the

hospital earns and our gifts.”

Gwinnett Medical Center

must generate $40 of revenue

for every dollar that goes to

the bottom line. For example,

it would take $400,000 in

revenue to generate $10,000

that could be used to fund

programs and expand ser-

vices. However, a contribution

of $10,000 can be invested in

whole—at 100 percent—to

provide $10,000 of benefit for

our community.

Healthcare technology is

always changing and improv-

ing. Staying up to date with

this technology and meeting

the rapidly accelerating costs of hospital facility

construction combine to create significant finan-

cial challenges that must be overcome.

This demonstrates well why philanthropy is a

vital component in funding new expansion proj-

ects for Gwinnett Medical Center. The Keystone

Society, as well as all donors to the GMC Foundation,

provides the means for meeting more of our com-

munity’s healthcare needs.

Your Gift Makes a DifferenceThese healthcare needs will continue to grow and

expand. Greater capacity in our hospital facilities

New Keystone Society members were recognized at the 2007 annual dinner. New members include David and Cindy Ames, Dr. Carlton and Patricia Buchanan, William S. and Kathy Bumgarner, Miguel and Argentina Candelaria, Dr. Keith and Lori Carnes, J.D. Caswell, Jim and Linda Cowart, Guy Ben and Murlene Findley, Dr. Gaston and Michele Garcia, Jim and Julia Hambrick, Bill and Carol Head, Tina Mason, M.D., Tom and Annette McIntosh, Mike and Kay Montgomery, Donny and Sandra Phillips, Greg and Cherie Prichard, Frederick and Dorothy Rainey, Russ and Melanie Sheldon, Susan Stubbs, Dr. Jerry and Janet Tootle, Richard and Peggy Tucker, Danita Turner, Marc Unterman, M.D., Phil and Mary Jane Wolfe, Jack and Candy Wynn, and Holly Young. (Not all are pictured in photo; names are not in order.)

“The GMC Heart” was commissioned by the Gwinnett Medical Center Foundation and designed by the Fräbel Studio especially for the members of the Keystone Society.

PeopleCaring People

Caring forDonors are the keystone of quality healthcare in the community

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is a critical priority to be able to keep up with the pace

of growth. The GMC Foundation is committed to mak-

ing Gwinnett Medical Center the hospital Gwinnett

deserves, but community support is vital to maintain

this standard of excellence.

“Gwinnett Medical Center has an incredible vision

for the future,” says John Riddle, executive director of the

GMC Foundation. “It is a vision that will advance and

transform healthcare in our community. To accomplish

that vision, we need community support. The Keystone

Society provides a strong foundation of support that we

need to build upon.” ■

Want to Give?For more information on the Keystone Society or other giving opportunities, please contact

the GMC Foundation at 678-312-4634, or visit gwinnettmedicalcenter.org and click “Foundation.”

In the early 1950s, George Tootle, M.D., and his family

moved to Duluth so he could join the practice of Miles H.

Mason Jr., M.D., who was a college classmate and friend.

At that time, Duluth was a small

town and Gwinnett County was

considered rural. Because there

were not many doctors practicing

in Gwinnett in the ’50s, Dr. Tootle

spent the majority of his waking

hours either at his office or at Joan

Glancy Memorial Hospital (now

GMC – Duluth).

Dr. Tootle’s three daughters,

Susan, Jane and Mary, and their

children recently donated $50,000

to name a surgery suite at GMC –

Duluth in memory of the beloved

Dr. Tootle. “The names and faces of

the hospital family became a part of

our lives,” says Jane Tootle Hinnant,

one of Dr. Tootle’s daughters. “Many

times we witnessed the benefits

that patients received as a result of

having a hospital in the community.

As our children grew older, we spent

many vacations and weekends in

Duluth. They grew to realize that

the hospital family was also a part

of our family.”

Tootle Family Leaves a LegacySurgery suite at GMC – Duluth named for the late George Tootle, M.D.

Daughters of the late George Tootle, M.D., Mary Tootle Wilkie (clockwise from left), Jane Tootle Hinnant and Susan Tootle Minter, recently attended a reception and tour at GMC – Duluth, where they were recognized for their $50,000 contribution.

“We wish to donate in memory of our father and grandfather, because he gave so much to us, to his patients and to the hospital system. These things were important to him, they are important to us and they are important to the community.”

Keystone Society members whose cumulative gifts total $100,000 or more are recognized in Keystone Leadership. Philip R. Wolfe (center), president and CEO of Gwinnett Medical Center, and Carolyn Hill (right), president of the Foundation Board of Trustees, recognize members at this level including (from left) Kathryn Parsons Willis, Barbara Howard, Marion Allison Webb, and Jim and Jeanine Gullett. Members not pictured: Jim and Billie Ellis, Jacqueline Hudgens, and Clyde and Sandra Strickland.

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Each year, Gwinnett Medical

Center reflects on the impact

the Auxiliary has made on

the hospital system. On April

13, volunteers were honored

for their service hours and giving at

the annual Volunteer Appreciation

Luncheon, at the Atlanta Marriott

Gwinnett Place in Duluth.

The GMC Auxiliary has two main

functions: service and fundraising.

Service refers to the amount of hours

spent in the hospital assisting asso-

ciates and patients. Dick Berry, who

has volunteered since 1997, was rec-

ognized for working the most hours.

In 2006 he volunteered 838 hours.

This is the second year in a row that

Berry has earned this distinction.

“We have a wonderful, dedicated

group, and they do a lot of work,” says

Auxiliary President Carole Martin.

“Being a volunteer is so rewarding

because you’re giving and helping

others. Volunteers are just special

people because of the way they feel

about helping others.”

The top service activities in

which the Auxiliary has participated

include:◆ Making 300 holiday stockings for

babies born in December.◆ Organizing Breakfast with Santa

for GMC associates and their children.


Precioustime

Want to Help?For more information about

becoming a volunteer at GMC, call 678-312-4318.

To volunteer at GMC – Duluth, call 678-312-6839.

Volunteers …◆ Number more than 300 at GMC facilities

in Lawrenceville and Duluth.◆ Donate more than 30,000 hours, equal

to 14 full-time associates, saving GMC $450,000 per year.

◆ Deliver more than 2,700 flowers to patients.

◆ Give more than 2,600 pieces of mail to patients.

◆ Assist more than 6,000 patients in discharge.

◆ Are 90 stronger with the opening of Gwinnett Medical Center – Duluth.

Valued volunteers are honored for service to GMC

◆ Assembling activity kits for

hospital patients.◆ Holding monthly birthday parties

for residents of Gwinnett Extended

Care Center.

The Auxiliary also has donated

funds to areas throughout the

hospital to purchase equipment,

such as rocking chairs for the

mother/baby unit in the Gwinnett

Women’s Pavilion and teddy bears

for pediatric surgery patients.

They also have given money to

help fund the GMC Foundation’s

TIME MATTERS in the fight against

Breast Cancer campaign.

“Volunteers are valued mem-

bers of Gwinnett Medical Center’s

healthcare team and provide many

services for our patients, families

and staff,” says Cynthia Chandler,

director of volunteer services. “I

can’t say enough about their dedica-

tion to our hospital system. They

bring great comfort to our patients

and family members and truly do

make a difference for so many who

are visiting our hospital.” ■

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Not that you would,but you

could.

©2007 Gwinnett Medical Center

Gwinnett Medical Center can help get you back to your old hobbies — or maybe even some new ones. The Joint Replacement Center off ers an approach to total joint replacement, developed by our physicians with you, the patient, in mind. Our commitment to providing cutting-edge care includes being one of only two hospitals in Georgia with surgeons who perform the Birmingham Hip resurfacing procedure. All to get you feeling like yourself again — the one without joint pain. Visit gwinnettmedicalcenter.org/ortho for a list of our physicians.

THE JOINT REPLACEMENT CENTER: HIPS KNEES SHOULDERS ANKLES

gwinnettmedicalcenter.org

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Gwinnett Medical Center1000 Medical Center Blvd.Lawrenceville, GA 30045

Non-Profit Org.US Postage

PAIDVim & Vigor

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