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The article focuses on the rules and regulations governing the American Clinical and Climatological Association, founded by a group of physicians and scientists in 1884. Article II refers to the mission of the association to improve medical research and education in the U.S. Article IV describes the number of honorary, provisional, active, and emeritus, and members which should be less than 250.

The article focuses on medical society, American Clinical and Climatological Association. Topics include that it was organized in 1884 by a group of physicians and scientists who set about to improve medical education, research and practice; and its initial concern was with tuberculosis and its treatment by residence in a suitable climate.

The article present constitution and by-laws of the American Clinical and Climatological Association, a group of physicians and scientists. Topics include improving medical education, research and practice; scientific and clinical aspects of medicine and its specialties as well as epidemiology, preventive and environmental medicine; and making of distributions to organizations that qualify as exempt organizations under the corresponding provisions of any future U.S. Internal Revenue Law.

Dr. Alan Partin, a renowned clinician-scientist and prostate cancer surgeon, passed away in 2023 at the age of 62. He was known for developing the Partin Tables, a predictive tool for the prognosis and management of prostate cancer, as well as several major diagnostic tests used in the detection and staging of the disease. Dr. Partin was highly respected in his field and served as the director of the Department of Urology and the Brady Urological Institute at Johns Hopkins Hospital. He was also involved in various professional organizations and received numerous awards for his contributions to urology. Dr. Partin was remembered as a devoted family man and a passionate advocate for innovative research and scientific discovery. [Extracted from the article]

The author share his experience of becoming a doctor and writing a murder mystery. Topics discussed include the inspiration he received from his father's friends to be a doctor; his experience of living in Budapest, Hungry with oppressive Soviet Communist controlled days of post–World War II Eastern Europe; and also mentions about Hungarian Revolution in October 1956 and Revolution in Vienna, Austria in 1848.

The medical profession has been, is, and will continue to be under siege by a variety of sources most of which are external to the profession and not under our control. The consequences of this unrelenting pressure are leading to burnout, early retirement, and low career satisfaction. Arguably, these and perhaps other not-well-recognized factors has influenced the well-being of physicians and culminated in a high suicide rate in the profession. However, the pressures that our profession have been under over the last 2,500 years, albeit less pronounced than the current ones, have been successfully navigated by going back to the foundational values of medicine that are both intemporal and immutable. We should stand by these principles and defend the description of the Ideal Internist; these principles should guide how health care is delivered as they are rooted in the fiduciary commitment our profession has made to society since the Hippocratic Oath was written. [ABSTRACT FROM AUTHOR]

The health care marketplace is increasingly being driven by competition on value for patients -- that is, meeting their needs as efficiently as possible. Academic medical centers must adapt to this shift through the development of true strategies aimed at creating value, as opposed to trying to deflect the pressures of competition through tactics such as merging with competitors. True strategies require clarity on what the organization is trying to do for whom, and how the organization is going to be different from its competitors. Six key questions are described and discussed: 1) What is our goal? 2) What businesses are we in? 3) What set of conditions shall we compete in? 4) How will we be different? 5) What synergies can be created across our sites? and 6) What is our appropriate density and scope? Academic medical centers have been the crown jewel of health care for the United States and, indeed, the rest of the world. Their research, teaching, and patient care missions all command respect, and their halls are filled with representatives of industry interested in scientific advances; trainees seeking expertise; and patients hoping for relief of their suffering -- or at least peace of mind that all opportunities for improvement of health have been exhausted. Despite obvious "demand" for what academic medical centers have to "sell," the evolving health care marketplace poses existential threats to academic medical centers, causing many such organizations to wonder what their role should be -- or if they will even be in existence. The threats are indeed real, and they cannot be overcome by reminding the public of the noble missions of academic medical centers. Instead, academic medical centers need to rediscover the meaning of strategy, which always requires choices that are politically challenging. But organizations that can develop a true strategy and make those difficult choices have an excellent chance of thriving in the new marketplace -- because, in fact, academic medical centers have some advantages that their competitors lack in the struggle for market-share. [ABSTRACT FROM AUTHOR]

An obituary for physician-scientist Bernard Gregoire Forget is presented.