Numerous men have been taking online pharmacy for erectile dysfunction, and it was noted that Viagra does not only have an effect to a man’s sexual function, but it also has an effect on the heart. Effects of the hormonal stress to the human heart were noted to be decreased in men taking Viagra. The study, when tried on mice, was more noticeable as it had the tendency to avert and undo the harmful long-term effects of chronic hypertension on their heart.
Since Viagra has an effect to dilate genital blood vessels to maintain an erection, research was done if it has an effect on the human heart. And it was found out that it has potential benefits for the treatment of pulmonary hypertension. And this study was headed by the Johns Hopkins researchers. But before that, Viagra was never thought to have an effect on the heart.
Viagra works to dull the increased heart beat, which is a product of chemically-induced stress. It works to decrease the force needed to pump an excessive amount of blood from the heart to the body.
David Kass, M.D., a cardiologist and study senior author of Johns Hopkins study, and his researchers performed experiments on mice and noticed that Viagra is effective in blocking short-term consequences of hormonal stresses in the heart. Long-term damages of chronic hypertension on the heart is also prevented and reversed by Viagra. Negative effects of heart failure and cardiac hypertrophy on the weakened heart muscles in mouse experiments performed by David Kass, M.D. and his researchers are also reversed by Viagra, but this was not tested on human hearts yet so no solid evidence has been gathered to prove this.
To prove this, they conducted the Johns Hopkins study, and it showed that Viagra also has an effect in slowing heart rate after an injection of dobutamine. Thirty five men and women volunteered to go on the Johns Hopkins study for a period of six months. Necessary measurements of heart function like echocardiogram, electrocardiogram, and blood pressure readings were taken before and after the injection of dobutamine (dobutamine is a synthetic derivative of dopamine that increases heart rate and heart contraction). It showed increased heart rate and increased heart contraction by 150%. Then they were separated into two groups; those who took sildenafil (Viagra) and those who took sugar pill placebo. Dobutamine was again given to the individuals to see what sildenafil and sugar placebo has on the heart. It showed that the first group’s heart rate and heart contraction decreased by 50% while those from the second group increased yet again to about 150%.
The success of the Johns Hopkins study started other researchers on how sildenafil works when it comes to the immediate and long-term effects on the heart and other potential benefits they could get from sildenafil.
But these studies are not yet finished. For now, it is good to know that it inhibits the action of phosphodiesterase 5 or PDE5A from breaking down cyclic GMP, a key molecule that aids in the controlling of stress and hypertrophy of the heart.
You can get Generic Viagra Online.
By: Jerry Black
Article Directory: http://www.articledashboard.com
This Knowledge will help improve your sexual life in many ways.
суббота, 29 октября 2011 г.
вторник, 3 мая 2011 г.
Viagra in the junk
They're doubling the size of their junk mail!
The past months my hotmail (yes, I still use hotmail) has been filled up with 131kb-sized junk in my junk mail. It only takes a few of them to fill up the vacant 50% in there.
Now, however, they've doubled the sizes. Today I've got two of 270kb and one of 286kb. The last one is, quite fittingly, from something called 'MonsterSized - Herbal Formula For Men'. I'm afraid they want to 'monstersize' other things than my junk mail box...
The other two are order cialis ads.
I don't want cialis.
I don't need viagra.
I'm a girl!
And even if it was viagra for women...
- how many 20 year olds do you think need viagra?
The past months my hotmail (yes, I still use hotmail) has been filled up with 131kb-sized junk in my junk mail. It only takes a few of them to fill up the vacant 50% in there.
Now, however, they've doubled the sizes. Today I've got two of 270kb and one of 286kb. The last one is, quite fittingly, from something called 'MonsterSized - Herbal Formula For Men'. I'm afraid they want to 'monstersize' other things than my junk mail box...
The other two are order cialis ads.
I don't want cialis.
I don't need viagra.
I'm a girl!
And even if it was viagra for women...
- how many 20 year olds do you think need viagra?
The Role of Partnerships in Health Care Systems
See also: cheap cialis |
Last week, CHRISTUS Health announced that we have signed a non-binding letter of intent to form a partnership with St. Vincent Regional Medical Center, the largest provider of health care in Santa Fe, N.M. It is our hope that as a result of due diligence, which is presently being performed, that the partnership agreement and the transition to CHRISTUS leadership and management can occur on or before Feb. 1, 2008. For the readers of this blog, this report should probably elicit the following questions: 1.Why would St. Vincent regional medical center want or need a partner? 2.Why would CHRISTUS Health want to enter a new market? 3.Are partnerships rather than total ownership a viable option for expanding health care in the future?
In addressing these questions, let us begin by briefly reviewing an article published in Trustee magazine in September of 2007 entitled, “Standing Alone: Assessing a Hospital’s Long-Term Viability”. This article begins with the statement, “The trend of the past decade is clear: Hospital-health system affiliations are up, and the number of independent community hospitals is down. In 2005, 55 percent of hospitals were part of health systems, up from 46 percent just five years earlier.”
This article continues to indicate that stand-alone hospitals may be challenged because of economic changes occurring in their markets, stronger competitors competing in their markets and, therefore, the challenge of generating sufficient operational margins to support their capital needs. In prior blog posts, we discussed that from our future planning, we learned that declining reimbursement and the need for new, non-invasive technology would be the drivers of the health care of the future. Both of these trends require a new approach to obtaining capital funds. It is this knowledge and understanding that drove the St. Vincent Regional Medical Center board and its leadership to contemplate the need for a partner at a time when they are the sole community provider and are fiscally sound. Their timing is critical, for many stand-alone hospitals wait far too long to review a potentially innovative and new strategic direction, and consequently are often facing significant cash-flow challenges approaching bankruptcy levels. In this wounded state, it is much more difficult to find a viable partner or a workable strategy. Such was the case reported recently with a cheap cialis in New Jersey that has been unsuccessful in obtaining a partner after a two-year search, and have reported that their doors will be closed before the holiday season.
So specifically, St. Vincent Regional Medical Center decided that they needed a partner to ensure that access to appropriate capital would be available in the future, but they also agreed that being part of a larger system would give them exposure to best leadership and management practices and also best practices in regards to quality, service and community health delivery.
By utilizing that criteria, St. Vincent did a national search and determined that CHRISTUS Health was its best partner opportunity. Because the management expertise in CHRISTUS was also deemed as a positive contribution to the partnership, St. Vincent has agreed to sign a management contract with CHRISTUS so that their leadership team will in fact become CHRISTUS Associates and fall under CHRISTUS management.
Once the partnership agreement is signed, I will highlight more specifically our other partnership characteristics in a future blog post to give you a better understanding of one workable model for a partnership in American health care. We will also discuss at that time other partnerships which CHRISTUS has undertaken and do a contrast and comparison of those models along with the full ownership model, which is how we predominately operate throughout our system.
With regard to what’s in it for CHRISTUS, in our strategic planning process over the last 8-and-a-half-years, we have determined that to be an excellent organization, we need to be growing and expanding our ministry through a number of models, not solely through acquisitions. Therefore, we formed a partnership with Baptist St. Anthony’s Health System in Amarillo, Texas in 1998. We followed this with the Mexico partnership with the Muguerza health system in 2000, and hence began a formal partnership journey within our system. To eliminate the need to examine each partnership independently, we developed guidelines for such partnerships as a result of our decision to expand our portfolio to become one-third acute care, one-third non-acute care and one-third international.
For our acute care ventures in the U.S., we have indicated that we will only partner with organizations having the following characteristics:
1. Similar mission, vision and values;
2. Located in organically growing communities (i.e., new populations are entering the community);
3. Surrounded by geographical areas which are in need of expanded health care;
4. Located outside of our present markets, many of which are in the hurricane belt and
5. Markets which have stronger business literacy so that we might have more resources to care for the growing uninsured.
With these criteria in mind, we answered the invitation to begin discussions with St. Vincent, which as indicated, ended in CHRISTUS being chosen as their preferred partner.
With regard to the final question, partnership vs. ownership, regardless of the financial viability of any organization in health care, capital requests and appetites always exceed capital capabilities. Therefore, partnerships permit an organization to expand its ministry--particularly if it provides high-quality care--to new areas while not being required to provide all of the capital itself. So growth with less capital is possible. Hence, introducing partnerships into your expansion portfolio seems appropriate, provided that at the end of the day, your partners look as much like you as possible.
Last week, CHRISTUS Health announced that we have signed a non-binding letter of intent to form a partnership with St. Vincent Regional Medical Center, the largest provider of health care in Santa Fe, N.M. It is our hope that as a result of due diligence, which is presently being performed, that the partnership agreement and the transition to CHRISTUS leadership and management can occur on or before Feb. 1, 2008. For the readers of this blog, this report should probably elicit the following questions: 1.Why would St. Vincent regional medical center want or need a partner? 2.Why would CHRISTUS Health want to enter a new market? 3.Are partnerships rather than total ownership a viable option for expanding health care in the future?
In addressing these questions, let us begin by briefly reviewing an article published in Trustee magazine in September of 2007 entitled, “Standing Alone: Assessing a Hospital’s Long-Term Viability”. This article begins with the statement, “The trend of the past decade is clear: Hospital-health system affiliations are up, and the number of independent community hospitals is down. In 2005, 55 percent of hospitals were part of health systems, up from 46 percent just five years earlier.”
This article continues to indicate that stand-alone hospitals may be challenged because of economic changes occurring in their markets, stronger competitors competing in their markets and, therefore, the challenge of generating sufficient operational margins to support their capital needs. In prior blog posts, we discussed that from our future planning, we learned that declining reimbursement and the need for new, non-invasive technology would be the drivers of the health care of the future. Both of these trends require a new approach to obtaining capital funds. It is this knowledge and understanding that drove the St. Vincent Regional Medical Center board and its leadership to contemplate the need for a partner at a time when they are the sole community provider and are fiscally sound. Their timing is critical, for many stand-alone hospitals wait far too long to review a potentially innovative and new strategic direction, and consequently are often facing significant cash-flow challenges approaching bankruptcy levels. In this wounded state, it is much more difficult to find a viable partner or a workable strategy. Such was the case reported recently with a cheap cialis in New Jersey that has been unsuccessful in obtaining a partner after a two-year search, and have reported that their doors will be closed before the holiday season.
So specifically, St. Vincent Regional Medical Center decided that they needed a partner to ensure that access to appropriate capital would be available in the future, but they also agreed that being part of a larger system would give them exposure to best leadership and management practices and also best practices in regards to quality, service and community health delivery.
By utilizing that criteria, St. Vincent did a national search and determined that CHRISTUS Health was its best partner opportunity. Because the management expertise in CHRISTUS was also deemed as a positive contribution to the partnership, St. Vincent has agreed to sign a management contract with CHRISTUS so that their leadership team will in fact become CHRISTUS Associates and fall under CHRISTUS management.
Once the partnership agreement is signed, I will highlight more specifically our other partnership characteristics in a future blog post to give you a better understanding of one workable model for a partnership in American health care. We will also discuss at that time other partnerships which CHRISTUS has undertaken and do a contrast and comparison of those models along with the full ownership model, which is how we predominately operate throughout our system.
With regard to what’s in it for CHRISTUS, in our strategic planning process over the last 8-and-a-half-years, we have determined that to be an excellent organization, we need to be growing and expanding our ministry through a number of models, not solely through acquisitions. Therefore, we formed a partnership with Baptist St. Anthony’s Health System in Amarillo, Texas in 1998. We followed this with the Mexico partnership with the Muguerza health system in 2000, and hence began a formal partnership journey within our system. To eliminate the need to examine each partnership independently, we developed guidelines for such partnerships as a result of our decision to expand our portfolio to become one-third acute care, one-third non-acute care and one-third international.
For our acute care ventures in the U.S., we have indicated that we will only partner with organizations having the following characteristics:
1. Similar mission, vision and values;
2. Located in organically growing communities (i.e., new populations are entering the community);
3. Surrounded by geographical areas which are in need of expanded health care;
4. Located outside of our present markets, many of which are in the hurricane belt and
5. Markets which have stronger business literacy so that we might have more resources to care for the growing uninsured.
With these criteria in mind, we answered the invitation to begin discussions with St. Vincent, which as indicated, ended in CHRISTUS being chosen as their preferred partner.
With regard to the final question, partnership vs. ownership, regardless of the financial viability of any organization in health care, capital requests and appetites always exceed capital capabilities. Therefore, partnerships permit an organization to expand its ministry--particularly if it provides high-quality care--to new areas while not being required to provide all of the capital itself. So growth with less capital is possible. Hence, introducing partnerships into your expansion portfolio seems appropriate, provided that at the end of the day, your partners look as much like you as possible.
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