Duke University School of Medicine - Aesculapian Yearbook (Durham, NC)

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Dr. Ewald W. Busse ASSOCIATE PROVOST AND DIRECTOR. MEDICAL AND ALLIED HEALTH EDUCATION Dr. Ewald Busse. Director of Allied Health Education. reflects on changes in medical education: I have been impressed with the manner in which our medical students are respon- sive to socie1y's needs, planning careers indicating they feel a responsibility to socienf. These needs will be reflected in the evolution of the Duke curriculum. Busse believes that medical educa- tion is dynamic: he does not accept the view that previous curriculae lacked responsiveness to society. ln fact. the same post-Sputnik public and congres- sional concern that spurred the space race encouraged a highly investigative. academic approach to the biomedical sciences at centers such as Duke. Pres- ently. public attention has shifted to family practice, increased interaction in the physician-patient relationship. and cost-effectiveness. Dr. Busse views these as appropriate and valid con- cerns. While scientific knowledge con- tinues to expand. Busse believes that scientific and human values need not conflict, and medical education can incorporate both aspects. Duke's recent expansion of commitment and course offerings in the field of epidemiology will allow students to apply scientific investigation to societal problems. Dr. Busse points to the growing Family Practice Program as exemplary in its leadership and in its potential for pro- moting excellent standards of family care. Still on the Duke drawing board, another program promises more aca- demic attention in Dr. Busse's own area of expertise - geriatrics. Dr. Busse speaks with animation of the need for physicians to gain skills appro- priate for America's aging society, and he predicts that a program in clinical geriatric training will take form within the next few years. Duke's center for Aging and Human Development offers the critical mass of interested people and experienced faculty that should spell success. Dr. Busse thus paints a kinetic por- trait of medical education. He admits that education policy emerges gradu- ally and often lags behind perception of needs. He does feel strongly that pol- icy decisions in private medical educa- tion are most fairly and effectively han- dled by the private institutions them- selves. Busse explains that such institu- tions are free from political pressures, and they can rely on a sense of continu- ity and store of expertise that govern- ment bodies cannot provide. Ultimately, the Duke program must be judged by its product - faculty, housestaff. students, leadership in med- icine. Future changes must be based on self-evaluation of existing policies, as well as emerging needs. Dr. Busse is confident that Duke is healthy - and growing. E. . Zr:jQw--

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Dr. William Cv. Anlyan Vice President for Health Affairs Duke is a dynamic, expanding medi- cal center, construction of a giant new hospital makes that dramatically clear. But progress in medical care involves more than new cement. Dr. William Anlyan is determined that improve- ment will accompany change, and Dr. Anlyan has the position and the per- spective to guarantee an audience for his ideas. As the University Vice President for Health Affairs, Anlyan is chief of the medical center, ultimately responsible for its operation and development. Cer- tainly, that task seems demanding enough. But his concerns span a much broader field, involving all aspects of health planning and policy-making in the United States. Dr. Anlyan has per- sonally inspected health care systems throughout the world, including Main- land China, and he incorporates his lessons learned abroad into well-doc- umented advice for the future of health care in American society. Though his pen may lately be mightier than his scalpel, Dr. Anlyan is a surgeon who continues to make rounds, keeping in touch with clinical medicine. Rapid recent advances in medical technology have made it difficult for institutions and practitioners to keep pace. Dr. Anlyan contends that health professionals have been slow to antici- pate needs in time to prepare for them, and he is excited about several innova- tive solutions at Duke. Unusual design features of the new Duke Hospital North will insure structural flexibility. For example, moveable walls and ceil- ings will accommodate equipment yet to be invented. Similar flexibility in use of floor space will grace the Searle Cen- ter for Continuing Education now being constructed on the ground floor of the Seeley Mudd Library. Dr. Anlyan believes that continuing educa- tion has enormous potential for main- taining high-quality, advanced stand- ards of medicine. He feels that Duke has a responsibility to make facilities and faculty accessible: he also believes that Searle Center activities will be both self-supporting and affordable. Dr. Anlyan is particularly concerned with health education - not only of YD Q.. fm ' I li t' t . . ! fx- 2 WN-X .r . YQ. 1- health professionals, but of the lay pub- lic. He emphasizes that high-cost medi- cal problems often relate directly tc social habits, including alcohol and drug abuse. cigarette smoking, and obesity. Anlyan calls for development of educational programs appealing to the entire population. Furthermore. he stresses the value of preventive medi- cine. a concern that must engage public and practitioners alike. Citing impressions of worldwide experience with national or socialized medical care systems. Dr. Anlyar affirms the role of the private sector ir, American medicine. Americans hold higher expectations for rapid. excellen care than most other systems have been able to provide. Anlyan believes that most issues can be successfully approached by the private sector. applying appropriate planning. A creative administrator and ar energetic diplomat, Dr. Anlyan is com mitted to excellence in health care While directing the development o' new facilities at Duke. he continues tc influence health policy nationally. Fur thermore, he maintains a physicianf emphasis on the major purpose anc. focus of medical design - the patient' benefit.

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Dr. William D. Bradford ASSOCIATE DIRECTOR, UNDERGRADUATE MEDICAL EDUCATION lt's been a pleasure and an honor, smiles Dr. Bill Bradford. completing his final year in his position as Associ- ate Dean for Student Affairs. Dr. Bradford is ajaunty figure on the Duke tennis courts, and he carries his courtside manner back indoors. ln fact. he volleys all day, as a diverse range of student activities and needs cross his desk. He may be best known for his Dean's Letters of recommendation to postgraduate programs, which have brought him into acquaintance with every medical student for the past four years. However, he is the first to greet a new class: he directs the advising sys- tem, and he makes certain that students are aware of their options. Dr. Bradford is an enthusiastic sup- porter of the Duke system. citing its inherent flexibility as its prime strength. The Green Book of 3rd and 4th year electives emerges from his office, and Dr. Bradford discusses his concern with presenting it in a digesti- ble fashion. In the last two years he has coordinated a curriculum fair effort to allow greater faculty-student inter- action in the early planning stage. Bradford does feel that the advising system needs more improvement. He views himself as a facilitator for directing students to the appropriate sources. However, he has confidence in the student and he firmly believes in l .li I 1 ' Q ' ' i V' GV!! if 7' ', . . A if l . 2 g 1 I C X V ' 1 K b . 18 jf - 1 Q.. Xa. the benefit of student initiative for extracting optimal benefit from the Duke curriculum. Dr. Bradford has recently completed a novel survey whose results have potential for guiding the educational planning process at Duke. All Duke graduates from 1970-1977 - the New Curriculum years - received a ques- tionnaire concerning their present career status and plans. Although this data has not yet been thoroughly explored, Bradford is prepared to share it. For example, 33'Zi of these recent alumni had remained at Duke for at least one postgraduate year, with the largest number of these training in internal medicine. The second largest group went to Harvard hospitals. Of all graduates, 41? had trained as inter- nists. l8'Zi as surgeons, and 14'Zp as pediatricians, while 7, 6, 5, and TZ, respectively chose fields of pathology. psychiatry, family medicine for rotat- ingj, and obstetrics-gynecology. Dr. Bradford points out that area of spe- cialty training and eventual career do not always coincide - for example, many more internists may become family practitioners. Dr. Bradford is enthusiastic about this comprehensive new data resource. He is willing to speculate on the future of postgraduate distribution - he expects an increase in those choosing family practice resi- dencies and military-supported rotat- ing internships. ...I Dr. Bradford will return this summer to his full-time position in the pathol- ogy department - a part-time occupa- tion in the past four years. In this capacity he will continue to enjoy his association with medical students.