Kai Vaughn

Otolaryngology simply refers to medical attention given to ear, nose and throat conditions. Whereas in the recent past, EENT put all these three together, that is, including the eye, ENT (perhaps, a shorter and simpler way) now only refers to the said vital three organs of the human anatomy, especially because they are connected and related not only in terms of distance to one another but also in their functions.

The nose, probably the most conspicuous among the three, is connected to the ear, as well as to the throat through passageways that allow the air we breathe to be conducted into our body interiors. Although the ear was not specifically designed to serve as a passage for any fluid, whether air or liquid, it does allow air to enter through the ear canal with the help of valves that control the intake or outtake. Hence, every time we cough or sneeze, we can feel some air going out of our ears and even feel a bit slight hearing loss during colds due to some clogging of the passageways. Likewise, when we climb up a mountain, we can experience the same effect when the pressure inside our ears is higher relative to that of the pressure outside. This is easily solved through yawning, which alleviates the discomfort by opening up the ears valves and equalizing the external and internal pressures.

That is a simple description of the three organs as they relate with one another at their optimal level of functioning. But what if something happens to either one of these organs? Or especially, if a tumor grows in any one of them? We know that cancer cells can occur in any part of the human body. For smokers, often the effect of the habit on the throat (not to mention the lungs) is patently tragic as it bears the brunt of the toxins and carcinogens carried by the cigarette smoke. This is where Dr. Rich Isaacs’ expertise comes in. Removing tumors or cancer cells from the throat, as well as the ears and nose, requires a wide knowledge and experience in otolaryngologic procedures which he has acquired as a top practitioner in the field, among other fields he practices. Knowing how these organs function is a vital part of treating them when they encounter issues in structure, function and general muscular or cellular conditions.

Carman stopped exercising after leaving the military in 1991, and the pounds began piling on. But after his father died at age 54, and at the urging of his daughter, a nursing student, Carman decided in 2012 to start making a change. The constant encouragement Carman receives through Kaiser has helped him overcome his biggest obstacle: sticking with his exercise program consistently. “I’m just very grateful for everything my employer does,” Carman said.

While many employers encourage a healthy workforce, Kaiser, which employs 66,000 in its Northern California region, including 12,000 in the Sacramento area, has an additional motivation as a health-care provider. “We want all of our staff and physicians to be role models for our community,” said Dr. Richard Isaacs, physician-in-chief of Kaiser Permanente South Sacramento Medical Center.

Kaiser’s program offers more than 250 wellness options that focus on six categories: physical activity, healthy eating, emotional health, prevention, healthy workplace and healthy community. Issacs, a head and neck surgeon, said the program has caused a cultural transformation at the company, reducing absenteeism and making employees happier and more engaged. Employees encourage colleagues to get involved, take lunch-time walks or train for competitions. There are free exercise classes, with yoga, Zumba and boot camp among the popular options.

“These leaders bring a broad range of experience as medical directors, administrators, and supervisors, as well as diverse fields of expertise including medicine, nursing, pharmacy, dentistry, clinical informatics, public health, and business,” said Mark D. Smith, M.D., M.B.A., president and CEO of the California HealthCare Foundation. “In the nine years that we’ve supported this effort, we’ve been impressed with participants’ sustained commitment to improve the quality and efficiency of health care in California,” said Smith.

Over the course of two years, fellows convene in seminars led by nationally recognized health care and leadership development experts and faculty associated with UCLA’s Anderson School of Management. The program addresses health care issues from business, leadership, and public policy perspectives. Participants learn to build and lead teams, manage complexity and change, understand and use financial management tools, and respond to the changing health care environment.

“The CHCF Health Care Leadership Program was and continues to be a transformational experience for me” said alumna Susan Ehrlich, M.D., M.P.P., CEO of the San Mateo Medical Center. “As a public hospital CEO and practicing primary care physician, I am deeply committed to improving the health of our communities and the quality, cost, and experience of health care. Through its network of fellows and alumni, I believe the program will make improvements of these types at every level of health care policy and operations throughout the state.”