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

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.J-1 1 Dr. Suydan Osterhout ASSOCIATE DIRECTOR. ADMISSIONS 'A minuet in a madhouse' is Dr. Suydam terhout's colorful description of the admis- ns process at Duke Medical School - but he tens to stress the minuet. Medical students tinue to wonder how we got in: Dr. Osterhout ' the answer. In addition to his basic science clinical responsibilities in Microbiology and ectious Disease. he is Director of Admissions Duke. tatistics of the admissions process reflect both magnitude of our privilege and the burden on Admissions Office. The I977-78 first-year ss of II4 students resulted from an applicant ol of 4285. of whom Duke interviewed 4262. ceptances were offered to 2ll students before desired class size was attained. Selection involves a procedure including an 'tial screen. the interview. and the second een. Dr. Osterhout and a second faculty mem- r initially evaluate all applications and award erviews. Students within a 300-mile radius are vited to Duke. and 200 alumni conduct ional interviews. Dr. Osterhout uses a non- i 'l Dr. Shirley K. Osterhout ASSISTANT DIRECTOR OF MEDICAL EDUCATION The name Dr, Osterhout is more than dou- bly familiar at Duke. Drs. Shirley and Suydam Osterhout are the faculty couple best known to medical students: their enthusiasm keeps each involved in several roles. Dr. Shirley O. is a pediatrician. active in clini- cal teaching. and she directs the poison control center. She encounters another host of problems as Assistant Dean for Student Affairs, Dr. Osterhout originally expected to serve in the lat- ter pOSl as counselor to the increasing number of women entering medical school several years ago. Instead. she discovered that men and women at Duke usually face similar problems. and her job has evolved to a more general advis- ing role. standardized interview to expand his data base. and interview performance becomes one crite- rion in the second screen. Following the interview. each applicant is independently reviewed by Dr. Osterhout and two other faculty members drawn from a com- mittee of 22. This troika then assigns a group numerical rating. Evaluation is based on formal data. interview impressions. and newly defined non-cognitive factors such as compassion. sensi- tivity. and staying power. The entire committee meets periodically and votes to either definitely accept or suspend decision on the most highly rated candidates. Dr. Osterhout denies that quo- tas exist. but the committee does recognize com- mitments to minorities. women. alumni. and North Carolinians. When the new class convenes in August. Dr. Osterhout is thoroughly familiar with every stu- dent. But his minuet is on a treadmill. and the cards and letters are rolling in. Dynamic always. Osterhout is already thinking one year ahead. .,..- k .--.5 Q-v' 5:-.XRQ : .i 4 I Difficulties in adjustment to medical school still occupy much of Dr. Osterhout's time and concern. She believes that pre-med competition engenders habits of self-pressure that are aggra- vated by the intensity of the first-year curricu- lum. Students have little time to mature in their new roles as physicians before being thrust into patient care responsibilities. Soon after. they feel pressed to make career decisions. Dr. Osterh- out sympathetically preaches relaxation and emphasizes that one's entire life need not be determined in medical school. ln addition to dealing with a full catalogue of students' problems. Dr. Osterhout performs a variety of administrative tasks. She helps to guide the internship application procedure. and she directs planning for graduation activities. Recently. she has become involved with manage- ment of the new Early Identification program for Duke undergraduates. Dr. Osterhout's clinical. academic. administra- tive. and family responsibilities allow her little spare time. but she is currently writing a book on poisoning cases. A brief conversation reveals her myriad interests. and suggests there are several more books she could write. I9

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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.

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. A - I Mrs. Nell Andrews COORDINATOR OF FINANCIAL AID The economics of medical education are a painful reality for many Duke students. and the remedy - alittle money for a lotJ - can be diffi- cult to come by. Mrs. Nell Andrews. Financial Aid Coordinator. has her facts and figures impressively in command. Her task is certainly not getting easier. While the proportion of medical students receiving financial aid has remained stable at 35- 40W:.. the dollars involved have skyrocketed. Funds have so far kept pace with rising need. and Mrs. Andrews attributes this success to the School of Medicine's intense interest in providing aid. ln 1976-77. 5826.000 was supplied as need- based aid. with only SI08.000 of this in direct federal financing as U.S. Health Professions Loans. and 558.000 derived from state funds. The majority. almost S700.000. came from Duke sources. through Federally Insured Student Loans. Medical School Loans. and gifts. Alumni gifts are a valued source. and an alumni endow- ment fund has recently been created to assure their lasting benefit. 20 Dr. Roscoe R. Robinson CHIEF EXECUTIVE OFFICER ADMINISTRATIVE DIRECTOR. DUKE HOSPITAL Sleight of hand or a crystal ball would be wel- come assistance for Dr. Roscoe R. Ike Robin- son. but he manages without them. You lenghthen your working day. he shrugs. He had to: in addition to his nephrology position he now serves as Associate Vice President for Health Affairs and Chief Executive Officer for the Hos- pital - a post formerly known as Director of the Hospital. Dr. Robinson denies that he runs the hospital on a day-to-day basis. He is quick to credit the Administrative Director. Mr. Richard Peck. and the supervisors of various services. At a policy- planning level. however. he is involved with all phases of the hospital. His responsibility is to coordinate the hospital interfaces between clini- cal programs. educational ventures. and research activities. Mrs. Andrews is anxious to settle some persist- ent myths about financial aid determination. For example. financial need is absolutely disregarded in the admissions process. Furthermore. minority status does not confer preference. although it may grant eligibility for specific scholarships. Overall allocation is based entirely on need. Buying your way in also does not happen at Duke. Mrs. Andrews does 'express concern about the near future. New federal legislation provides for unfavorable lending conditions and increased restrictions. As more physicians leave medical school with huge loan burdens. the ultimate result of such policies may be increased medical costs for the consumer. While Mrs. Andrews issues no guarantees. she believes that presently enrolled students will receive adequate aid through graduation. Cer- tainly. she has proved herself skillful at passing the buck A and many of us are very glad she does. Financial management and budget are a major focus of Dr. Robinson's job. He concerned with assigning priorities to program needs and requests for new The present hospital budget of S89 million increase to about SIOO million next year. Robinson attributes this rise to inflation. r programs. the opening of the Cancer Center. 1 to additional staffing needs. Cost containrr and a desire for improved services exert oppo pressures: Dr. Robinson strives to strike a l ance. Assignments for 4000 employees and ' patients does present problems. and Dr. Rol son faces the unusual challenge of effectin smooth transition to the new Duke Hospital. believes that innovative design features will m the new facility the world's outstanding exan of hospital architecture. This design reflects immense planning effort that involved all ho tal interests and required coordination of Predictably Dr Robinson sjob is also fra with apparently minor concerns. But he en- his unique opportunity to imagine a future Hospital - then lead in planning for it. separate task forces. D