Morton Spinner M.D., Editor, Injuries to the major branches of peripheral nerves of the forearm, W. B. Saunders, Philadelphia, London, Toronto (1972) Associate Clinical Professor of Orthopedic Surgery, Albert Einstein College of Medicine, New York City; Attending Orthopedic and Hand Surgeon, Brookdale Hospital Centre, Brooklyn. 25.5 cm. x 17.5 cm. Pp. X +141. 63 Figs. and 1 colour plate. Bibliography. Index. ISBN 07216 8519-6. Price £5.35. U.S. Dollars 12,50..

HAND ◽  
1972 ◽  
Vol 4 (3) ◽  
pp. 286-286
Author(s):  
G STACK
Author(s):  
Roberto Christian Cerrud-Rodriguez ◽  
Gerardo Victoria ◽  
Julio Sandoval ◽  
Cesar Cuero ◽  
Fernando Alfaro ◽  
...  

<p><strong>Resumen</strong></p><p>Montefiore Health System, red de hospitales universitarios afiliados al Albert Einstein College of Medicine, ha sido uno de los principales frentes de batalla contra el COVID-19 en la ciudad de Nueva York, epicentro occidental de la pandemia. Con múltiples campuses localizados principalmente en el Bronx, donde la tasa de infección por COVID-19 es de 2,048/100,000 habitantes, ha tenido que enfrentar la pandemia desde sus inicios. La experiencia acumulada a lo largo de estos meses es invaluable, aunque desafortunadamente gran parte de ella ha sido adquirida en base a ensayo y error, dada la novedad de este virus y la ausencia de guías de manejo basadas en la evidencia. Nuestra experiencia es también relevante ya que el 35% de nuestra población es de raza Hispana. En las siguientes páginas repasamos aquello que sabemos sobre los inicios del SARS-CoV-2, las tesis más aceptadas acerca de su fisiopatología, su curso clínico, el manejo inicial una vez el paciente es admitido a nuestra institución con el diagnóstico de COVID-19. También exponemos nuestras experiencias en el manejo terapéutico de las complicaciones multiorgánicas que provoca esta entidad.</p><p> </p><p> </p><p><strong>Abstract</strong></p><p>Montefiore Health System, a network of university hospitals affiliated with the Albert Einstein College of Medicine, has been one of the main fronts in the battle against COVID-19 in New York City, western epicenter of the pandemic. With multiple campuses located mainly in The Bronx, where the rate of infection is of 2,048/100,000 inhabitants, it had to fight the pandemic since its very beginning. The experience gained during these past months is invaluable, although unfortunately most of it had to be learned by trial and error, given the novelty of this coronavirus and the complete lack of evidence-based guidelines. Our experience is particularly relevant given that 35% of our patient population is of Hispanic heritage. In the next few pages, we’ll go over what we currently know about the beginnings of SARS-CoV-2, the currently accepted hypothesis about its pathogenesis, its clinical course, and its initial management once a COVID+ patient is admitted to our institution. We also share our experiences with the clinical management of the multiorgan complications caused by this disease.</p>********


1942 ◽  
Vol 74 (3-4) ◽  
pp. 155-162
Author(s):  
H. Kurdian

In 1941 while in New York City I was fortunate enough to purchase an Armenian MS. which I believe will be of interest to students of Eastern Christian iconography.


1999 ◽  
Vol 27 (2) ◽  
pp. 202-203
Author(s):  
Robert Chatham

The Court of Appeals of New York held, in Council of the City of New York u. Giuliani, slip op. 02634, 1999 WL 179257 (N.Y. Mar. 30, 1999), that New York City may not privatize a public city hospital without state statutory authorization. The court found invalid a sublease of a municipal hospital operated by a public benefit corporation to a private, for-profit entity. The court reasoned that the controlling statute prescribed the operation of a municipal hospital as a government function that must be fulfilled by the public benefit corporation as long as it exists, and nothing short of legislative action could put an end to the corporation's existence.In 1969, the New York State legislature enacted the Health and Hospitals Corporation Act (HHCA), establishing the New York City Health and Hospitals Corporation (HHC) as an attempt to improve the New York City public health system. Thirty years later, on a renewed perception that the public health system was once again lacking, the city administration approved a sublease of Coney Island Hospital from HHC to PHS New York, Inc. (PHS), a private, for-profit entity.


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