ADDIS ABABA, Ethiopia (IRIN) – Increasing traffic accident deaths are a likely consequence of economic and population growth in Africa unless leaders on the continent, already beset by the world’s worst road-safety record, implement a wide-ranging plan to address the second leading cause of deaths of young people, specialists at a major conference told IRIN.

“Africa has the worst road safety record in the world, despite the fact that it has fewer cars than other regions,” Robert Lisinge, an expert in transportation at the Economic Commission for Africa (ECA), told IRIN on the sidelines of the Second African Road Safety Conference held in Addis Ababa this month.

Between 10 and 20 people per 1,000 in Africa own a vehicle. In Western Europe and Canada, the figure is 600; in the United States, more than 800. Yet some 322,000 lives are lost in Africa every year in road traffic accidents, according to a report by the World Health Organization (WHO), which said the phenomenon was robbing the continent of its “breadwinners” and reducing national GDPs by between 1 and 5 percent, or US$10 billion a year.

“We are losing more human capital now and it’s affecting our economies. African governments, as well as others who have a say in this, need to do more to curb this,” Taye Birhanu, an economist with the Transportation and Development Forum, an NGO, told IRIN.

Worse to come?

Increasing populations and an average economic growth of 5 percent make the need for action all the more urgent, said Lisinge.

“If nothing is done, the poor accident record in Africa will even worsen as African countries develop economically and have more vehicles,” he said.

According to the World Bank/WHO report, if the status quo continues, road deaths will soar by 30 percent by 2020.

There is a “need to awaken people’s consciousness, to stop this silent war often forgotten by society but one of the biggest wars, one that has claimed 10 million lives [worldwide] over the last decade,” says Sandra Vitale, a road traffic accident prevention campaigner, who lost a son in Addis Ababa while he was driving without wearing a seatbelt.

“Africa has the fastest-growing population statistics and, therefore, we also have to be fast and work as soon as possible by finding an efficient synergy between African nations to work on this issue,” she said.

Under the Accra Declaration signed in the Ghanaian capital in 2007, African transport and health ministers pledged to work to halve road deaths by 2015.

“The problem is that there were no action plans and clear strategies on how to implement the recommendations,” said Lisinge.

Now a more detailed way forward has been set out, in the form of the draft African Plan of Action for the Decade, a continentally tailored version of the WHO’s Global Plan for the Decade of Action for Road Safety [ http://www.who.int/roadsafety/decade_of_action/plan/en/ ]

The African plan, which was reviewed at the Addis Ababa conference, envisages the creation of a continental body to coordinate national strategies, especially with regard to ensuring safety is given more emphasis in the development of road construction. Safer vehicles, public education and post-crash response are other key elements of the African plan, which ministers are expected to endorse in Luanda, Angola, later in November.

“I think some countries have shown quite a lot of progress in terms of political will especially in establishing structures. One problem in Africa is that to prove you have improved your crash figures, you have to have a baseline,” said Elna van Niekerk, an adviser at the Global Road Safety Partnership (GRSP) , which groups government agencies, the private sector and civil society organizations.

“So it’s very difficult to say that we have really improved on our statistics because we really have to establish that baseline,” she said, adding that the African plan could help further mobilize political leaders across the continent.

The plan calls for mechanisms to monitor activities, indicators and accomplishments.

It also aims to bring down the continent’s average annual fatality rate from the current 32.2 per 100,000 people to 21.3.

“It’s generally accepted that if you put up some ambitious target, you will achieve a result. I am not saying we will exactly achieve halving this in time in each country but there will be significant results,” said Van Niekerk.

bt/am/mw

– Provided by Integrated Regional Information Networks.

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United States (KaiserHealth) – A doctor is beaten and strangled to death by a patient, the body left on the floor for half an hour before a janitor happens across it. A mental patient hangs herself with her own clothes tied to the top of a toilet stall. HIV-infected blood is tossed out with the regular trash. Wright L. Lassiter III was thinking, Why should I take this job? There was more: Nurses who followed doctors’ orders only when they felt like it. Millions of dollars in losses year after year. A culture that favored blame over accountability. A sad parade of feckless executives — 10 CEOs in 11 years. It was 2005 and Lassiter was next in line.

Lanky, charismatic, and a rising star in the health-care industry, Lassiter could have become just one more executive casualty when he took the job as CEO of the Alameda County Medical Center in Oakland, California, and its flagship, Highland Hospital. Instead, he did what seemed impossible: He turned a shockingly mismanaged urban safety-net hospital system in one of America’s most violent cities into a model for other public hospitals. He trimmed costs without any significant cutback in services — in fact, services have been greatly expanded. A new $668 million hospital building is under construction. Six years on, the center has turned a positive margin every year but the last, when a new auditor required it to set aside more money for pension costs; so far, it is on target to break even this year.

No one is pretending that ACMC is immune from the severe financial problems facing public hospitals. Atlanta’s Grady Health System is facing a $30 million shortfall. Miami’s Jackson Health System is in even worse straits: It lost $93 million in fiscal 2010 and is on track to lose another $78 million this year; cash on hand is down to’.6 days. Over the past 20 years, the number of public hospitals has declined by more than 25%, to 1,072. With federal budget cuts looming, states going broke, and local governments preparing for the worst of it to roll downhill and bury them, public institutions are going to have to learn to manage better. Forty-seven-year-old Lassiter and his team’s accomplishment in Oakland shows it is possible for even the most dysfunctional public hospitals to shake themselves awake, serving the public and respecting taxpayers’ dollars at the same time. Says Thomas Rundall, a health-policy and management professor emeritus at the University of California, Berkeley: “It’s a model for how a publicly owned hospital with a challenging payer mix can be profitable.”

HIGHLAND SITS on a small hill above a low-income residential neighborhood in inner-city Oakland. Hidden by trees from the nearby freeways, it’s barely visible to suburban commuters heading toward the Bay Bridge to jobs in San Francisco.

The site is an architectural hodgepodge: the cream-colored Spanish baroque towers of the oldest building, erected in’27; a recently built clinical center wrapped in green glass; a huge gray block in the Brutalist style, slated for a teardown as the new hospital rises.

Walk inside, past the ever-present county-sheriff squad cars, and you may see some gangbangers and gunslingers, crackheads and crazy people, and the other stock characters who lend drama to every inner-city public hospital. Mostly, though, you’ll just see sick poor people — mainly blacks, Latinos, Asians — the unemployed, and the working poor sitting under fluorescent lights, waiting for their turn to see a doctor or nurse.

“Ten years ago, if you said in 2011 I’d be working in a public-hospital system, I would have said, ‘Not likely,’ ” Lassiter says. “A worthy cause, yes, but not my kind of thing.” At 6-foot-5, he is scrunched against a little round conference table in his office at Highland; papers are strewn across his desk, reports and journals piled on the floor. It looks more like an academic’s college office than the lair of a corporate CEO.

In 2002, he was climbing the executive ranks at a large private-hospital system in Dallas. Then the CEO of JPS Health Network in Fort Worth, which serves the poor and uninsured in Tarrant County, recruited him as VP of operations and charged him with making a system that never turns anybody away as good as any private one. A challenge that big, Lassiter decided, could be his kind of thing.

The son and grandson of ordained ministers, Lassiter had what he calls a “small-town Southern upbringing” in Tuskegee, Alabama. His father is an educator, his mother a nurse. Tuskegee in the’70s remained starkly segregated, which Lassiter realized at age 12, when his family moved to Columbia, Maryland, outside of Washington, D.C. “My first day driving around, I saw blacks and whites holding hands as couples,” he recalls. “I asked my mom, very innocently, ‘Is that okay, what they’re doing?’”

His own life revolved around the Baptist religion, school, and sports. He credits one basketball coach, “a white guy in his sixties who chewed tobacco and spewed expletives,” with teaching him the joys of hard labor. The coach drove the team out to help on his farm. “Today, a white coach taking a truck full of black kids to work on his farm would get fired,” he says. “But I got a lot of discipline from that.”

He remembers the two months he lived with his father at a YMCA in Schenectady, New York, as the most formative period of his youth. His father had just taken a job as president of the local community college, and the family had yet to move into their new house. A star basketball player, he was greeted at his new high school as what the newspapers called “the Jumping Jack from Wilde Lake,” and, according to his father, a red carpet “lined with pretty girls on both sides” was rolled out. Living at the YMCA embarrassed the young Lassiter at first, but he now says it turned into “an unusual bonding experience” that kept him from getting a big head.

“I’m a professor of business ethics,” says his father, Wright Jr., 77, chancellor of the Dallas County Community College District. “I’ve always emphasized he needs to be a good ‘servant leader,’ someone who’s not into work simply for the personal benefit, but for the greater good.” Although Lassiter takes his father’s advice seriously, he says that the “servant” idea can be misapplied in a public-hospital setting. “The attitude at a public hospital often is ‘We’re doing God’s work. We get to feel good about being a martyr. Don’t worry about execution. Don’t worry about service. We’re doing God’s work.’”

As soon as he made his move from Fort Worth to Oakland, Lassiter made clear that God’s work wouldn’t get done unless the place stopped losing money and shaped up fast.

ACMC WAS A POSTER child for public-hospital dysfunction. The doctor’s murder and the patient’s suicide pointed out serious operational lapses, but the core problem was financial: Year after year, according to the Alameda County Grand Jury, the place lost millions beyond what it took in from the government, charities, paying customers, and other sources. (California is one of a handful of states that make grand juries the watchdogs of county government.) The grand jury described management as “a shambles.”

CEO after CEO failed to stanch the bleeding, even after Alameda County voters passed a half-cent sales-tax hike to stabilize the system’s finances. In 2004, the hospital board brought in Cambio Health Solutions to rescue the institution. Cambio’s plan to cut 300 jobs and slash patient services was a political nonstarter. A one-day strike was energized by a visit from Jesse Jackson. Highland already was overcrowded; nobody in the community wanted services reduced. After 18 months and a fee of $3.2 million, Cambio departed. When Lassiter signed on in 2005, the place was still losing $1 million a month.

He quickly began building a new management team, including COO Bill Manns, who was hired from Providence Hospital in Southfield, Michigan, near Detroit. At Manns’s suggestion, they immediately commenced a grassroots money hunt, which Lassiter now calls “the foundation of our success.” The pair gathered the top 85 managers, formed them into a dozen teams, and gave them 16 weeks to find $21 million in cost cuts and new revenue. Lassiter says he told them: “It’s up to you. We barely know where the restrooms are, so we’re not going to solve this problem. You’re going to solve it.”

To encourage fresh thinking, Lassiter and Manns devised “odd-couple arrangements,” putting together doctors, nurses, techs, and other managers. The teams drilled into vendor contracts and challenged their own habits. Take the kit used to test newborns’ umbilical-cord blood, a $96.50 item. A simpler tool does the same job for 29¢. Is the more-expensive device better? How much better does it have to be to be worth the extra $96.21? ACMC had been choosing the premium option, at a cost of $322,000 a year. Now, the teams decided, ACMC could not afford it.

Looking for new revenue, they identified areas the system was especially good at — like rehabilitation and diabetes care — and came up with ways to treat more patients more efficiently. Lassiter also pushed the creation of an electronic network that links dozens of community clinics to the health center, significantly boosting referrals to its best services.

Only after the teams had found every dollar in savings and new revenue did Lassiter and Manns consider layoffs. As a result, instead of the service reductions and hundreds of job cuts the consultant Cambio had recommended, ACMC sliced only about 80 positions, found other work for many employees whose jobs had been eliminated, and began expanding services. Together the cuts and the revenue increases amounted to $23 million.

“That’s what really got the buy-in” from the unions on layoffs, Manns says. “We looked at everything else first. What can you say to that?”

“WE KNOW you’re from Texas,” a union chief said to Lassiter at their first meeting. “Texas is not union friendly.” This was early 2005. Lassiter had been offered the job, but he hadn’t officially started. There was still time to back out.

“Let me tell you my view, and I think we could really work well together,” Lassiter remembers responding. “At the end of the day, I’m more accountable to the employees than to the union. I’ve got to treat them well because there are a lot of places they can go work. If our focus is on the best care for patients — knowing employees have to be treated well to get there — we won’t have a lot of fundamental disagreement.” He recalls that “some of them looked at me like I’d just landed here in some spaceship. Like it was complete BS.”

Lassiter had never had to deal with unions in Dallas or Fort Worth because workers there weren’t organized. Manns, with his Michigan experience, was steeped in union issues. In Oakland, the two men inherited a history of hostility between management and labor, represented by the Service Employees International Union (SEIU), and collective-bargaining agreements so restrictive that nurses could not be transferred from a department with a decreased workload to one that was understaffed. That meant hiring temps at significant cost.

Jim Hubbell was an emergency-room nurse at Highland in the’80s when AIDS was on the upswing. Like many who choose to work in an inner-city ER, he enjoyed what he calls “cowboy medicine.” But “the place was completely dysfunctional,” he says, largely because it seemed impossible to fire anyone. “I had to leave because of conditions — blood-caked gurneys, soaked mattresses from a variety of bodily liquids. The housekeeping guys usually had a card game going.”

“It was hard to do something as simple as mount a TV monitor on the wall of a waiting room,” says UC Berkeley professor Rundall. “The question wasn’t when it would get done; it was whether it would get done.” When it finally became clear that the county might sell, decimate, or even close the system, he says, workers suddenly became more flexible. “It was a real fear of God.”

As a result, management could make a case based on hard-core reality: We’ve raised wages to rough comparability with the private market. We’ve cut costs all we can and laid off as few as possible. We’re not seeking high margins to please shareholders; we’re seeking positive margins so we can remain in operation.

The unions gave some ground. For example, employees were filling up the multistory parking garage connected to the hospital in the morning, leaving no spaces for clinic patients, who would circle the neighborhood hunting for spots, then arrive late. The patients fumed about parking; the doctors fell behind on appointments; the patients fumed more. After Manns made a case for putting patients first, the union agreed to use an off-site lot with free shuttles.

Both management and union leaders are reluctant to talk much about the biggest human-resources problem ACMC faced: how to get rid of people who refused to work. A longtime physician at Highland, who prefers to remain anonymous, says the major impediment to improving management and quality on the hospital floor was nurses who wouldn’t do their jobs: “I’d say, ‘Nurse, draw this man’s blood,’ and she’d say, ‘Why don’t you do it yourself?’ And I would. This kind of thing happened every day before [Lassiter] got here.” Most nurses at ACMC are highly professional, this doctor says, and “even they wanted those nurses gone.”

Manns says that he and Lassiter would not use the layoffs as a cover to get rid of bad performers; the layoffs were made for strategic reasons. The firings were a separate matter. Neither Lassiter nor Manns will be specific about the terminations, but a hospital spokesman says that “dozens” of nurses were fired, a change that “made all the difference in the world,” says the veteran doctor.

Fran Jefferson, field director and 28-year veteran at SEIU, declines to say how many employees were let go. “There has certainly been a trend toward much harder and much more frequent disciplinary action, including termination — not just the nurses but hospitalwide,” she says. “In some cases, our members are not perfect and [the actions] are warranted. In other cases, we go to arbitration and have won several cases with back pay.” She adds, though, that with “public hospitals closing all over the place,” workers at ACMC in general are a lot better off now. “The revolving door of CEOs was terrifying,” she adds. “One after another, we had people with no vision who wouldn’t stay. Wright Lassiter has done an amazing job. He has a vision about where public hospitals need to go.”

TERRIE SCOTT, a thin-framed 61-year-old woman wearing a baseball cap, sits in the waiting room at Highland’s endoscopy clinic. She’s there to support a friend who’s in for a colonoscopy. A lifelong Oakland resident, Scott has depended on Highland for health care for years. She’d come and wait and wait. “Oh, this place has really improved,” she says, raising her eyebrows and nodding with enthusiasm. “The wait is so much shorter. The time is cut in half now.”

Dr. Taft Bhuket, the 40-year-old gastrointestinal specialist who is treating Terrie’s friend, was lured to Highland two-and-a-half years ago from a partnership in a private practice. “People thought I was crazy,” he says. The public-hospital mission appealed to him, as did the chance to help Lassiter improve and expand services at Highland.

Shorter waits don’t only make for happier patients, Bhuket points out. They also boost hospital income. The more patients that safety-net institutions serve, the more money they receive from the government. When he came to Highland, the wait for a routine colonoscopy could be as long as a year. Some 1,750 procedures were performed each year. Now, the department does 3,000 annually, an increase of 70%, and has cut the backlog in half, to four to six months, while ousting expenditure by just 15% to 25%.

Doctors in the Emergency Medicine Department at Highland Hospital (Photo by Robyn Twomey)

Identifying the bottlenecks that made the improvement possible required Highland doctors, nurses, and technicians to do something they weren’t used to: collaborate with one another. “Everyone was working on his own Gilligan’s Island, doing his own thing,” says Bhuket. “But people wanted that catalyst that Lassiter provided. The docs and nurses have been here for decades. The administration is bringing all the pieces of the puzzle together to get that synergy.”

WITH MOUNTING pressure on Medicare and Medicaid spending, and with the stubborn recession pushing more patients into safety-net medicine, Lassiter and crew cannot breathe easy. “Cutting costs is going to be an ongoing struggle,” says professor Rundall. “They’ll have to take millions, perhaps tens of millions, out of the cost structure. That’s going to be difficult to do.”

The new federal health care law is another wild card. If the individual mandate requiring everyone to have insurance survives court challenge, many ACMC patients will be free to switch to private doctors and hospitals. So Lassiter must position his institution not just as a place that satisfies captive customers but also as one that attracts and retains customers who have a choice.

Ask Lassiter what his ultimate goal is, and he hesitates. He’s afraid he’ll come off as presumptuous, audacious. “I want to make this place as good or better than the private hospitals,” he finally blurts out. Two hospital groups, Kaiser Permanente and Sutter Health, now dominate the Oakland area. “I believe ACMC has to be a real third choice in this community, a place where an elected official or a corporate executive would come for care,” Lassiter continues. “It’s not just the quality of medical service; it’s the helpfulness. Are people looking you in the eye and saying, ‘What can we do for you?’ — anticipating your needs, instead of saying, ‘Just go in the corner and wait. We have too many people to deal with today.’”

In other words, he wants to provide a level of service people don’t expect when they enter a public hospital, or most public institutions, for that matter. So far, he seems to be on his way.

– Provided by Kaiser Health News.

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London, England, United Kingdom (NewsBahn) – Witheringly cold weather coupled with unusually large snowfalls has brought much of western Europe and the United Kingdom to a standstill. As the holiday traveling season begins, thousands of flyers are stranded at airports, drivers caught in massive traffic jams and hospitals shorted of essential medical personnel.

Officials at London’s Heathrow announced Saturday night the airport would be closed until Sunday after delaying flights earlier in the day. Gatwick had been closed earlier in the day, but began allowing flights after clearing 4 inches of snow from the runways.

Airports in Scotland were still operating but were experiencing delays caused by conditions at other airports. Airports in France, Germany, Netherlands, Italy and as far east as Bulgaria were reporting delays and cancellations. Some 2,500 air travelers were stranded overnight at the airport in Frankfurt, Germany.

Snow was expected to continue to fall into Sunday, with up to 10 inches expected in some regions. Northern Ireland had already received the most snow in 25 years.

Health officials in Wales were appealing for help from drivers of four-wheel drive vehicles to pick up many members of hospital medical staffs stuck at home. In other areas, Coastguard helicopters were called in to pick up doctors and nurses at their homes and deliver them to hospitals.

Traffic officials advised people to stay off the roads unless absolutely essential. In some places, trucks trying to spread sand on the roadway were blocked by abandoned cars and jackknifed trucks.

The BBC reported a major highway, the M5, was blocked for 20 miles by a massive traffic jam. The Automobile Association reported it had assisted drivers at more than 11,000 breakdowns during the severe weather.

At least four people were reported killed in weather-related accidents in Britain.

The worst doesn’t appear to be over yet. Overnight temperatures were predicted to drop to 14 degrees Fahrenheit (minus 10 Celsius) this week. Forecasters expect another 8 inches of snow in some regions of the UK, with 2 to 4 inches more in London. Northern Europe should continue to have below-normal temperatures into the start of next week.

The average low this month in Britain has been 19 degrees F (minus 7 C), which could make this December the coldest on record.

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Foreign and Argentine business investors find the country as a perfect destination to start the medical vacation trend. Building a good and trusted name in the medical tourism business will take time and a lot of money of course. After several years, large agencies from all over the globe are filling up the country and some went to the U.S. and European countries to promote and find patients. Plastic Surgery in Argentina has gone through a lot of criticism, same goes to other countries that offer medical vacation services. To compete with the United States health care services is the main goal. Due to the increase of the U.S. and European plastic surgery cost, patients choose the option of undergoing plastic surgery in Argentina, Brazil, Mexico and some in Costa Rica. These countries offer extremely affordable plastic surgery cost compared to prices in the US and European countries.

The clinics of Buenos Aires’s surgeons began filling up with foreigners soon after the economy imploded and the currency devalued in 2002. As a result, most treatments cost around a third of UK prices. This could save patients of almost 75% of plastic surgery cost on medical procedures. Medical tourism agencies also offers bundle packages with vacation and leisure trips in the destination countries. Hotel accommodations and air flight tickets are also managed by the agency making all appointments and necessary preparations for the patients all inclusive. Medical tourism agencies in Argentina offers affordable gastric bypass surgery, affordable gastric bypass surgery and affordable fertility treatments with rock bottom costs and quality that can compete with the U.S. surgical quality.Savings vary worldwide and by procedure. Broadly, patients can expect rates 25%-75% less than those in the US. Savings for a full mouth restoration can run from $7k to $25k. Savings for a hip replacement range from $30-$50k. Savings for a heart valve replacement range from $20k to $45k.

How Good is Plastic Surgery in Argentina

Argentina offers one of the most preferred affordable plastic surgery in the world. In 2006, Buenos Aires hosted an international symposium on “21st-century plastic surgery”. On the agenda were workshops on third-generation ultrasonic liposuction and periorbital (around the eyes) rejuvenation. Argentinian plastic surgeons have good reason to be so skilled: domestic demand for breast implants, laser surgery and nip-and-tuck treatments is sky high in this style-obsessed country. Medical tourism agencies like offers clinics that have advanced and state of the art medical facilities and equipments and caters only the most experienced and credentialed plastic surgeons for its patients. Patients will find many world class health care centers throughout Buenos, Aires with cost at a fraction of the cost of health care in the U.S. These hospitals offers affordable gastric bypass surgery, affordable dental implants and affordable fertility treatments. Regardless of the type of surgery you are looking for, Buenos Aires can offer it to you at nearly a tenth of what the procedure would cost in the United States.

Argentina has a level of excellence in medical care, procedures, treatments and technology which is equal to US and European standards. Combining world class facilities with the natural Argentine warmth in doctor-patient relations, will create an atmosphere that treats patients with human dignity and respect and not as an insurance case number.

Unlike many other medical tourism destinations, Buenos Aires is not known for one specific type of surgery, but instead is renowned for having highly skilled surgeons in all areas. Still the most popular type of surgery to have done here is cosmetic surgery, but this does not speak to the abilities of other types of surgeons.

Free Vacation after the Surgery

Excellent medical treatment is not the only reason people are looking to Buenos Aires for their next surgery. It also happens to be a fabulous vacation destination and the hospitals take full advantage of this. The packages that can be purchased through medical tourism companies include everything from airport pick up, accommodations, meeting with surgeons beforehand and follow-up care and procedures once they return home. These packages offer patients a worry-free vacation and surgical experience. Patients who have undergone plastic surgery in Argentina usually stays for fortnight. Enough time for recuperation and an awesome vacation and leisure trips in Argentina’s tourists spots.

Agencies specializing in international medical travel ( known as health travel planners or medical concierge agencies) are a growing part of the medical travel industry and work with hospitals, clinics, physicians, surgeons, airlines, hotels and recovery retreats abroad to offer patients the best quality at the most affordable rates.

Most people probably think of plastic surgery as a modern development, but while plastic surgery has experienced increasing popularity in recent years, the practice of plastic surgery has a long and fascinating history. Plastic surgery is a specialty dedicated to the enhancement of the face and body.  For those who wish to improve their appearance, cosmetic surgical procedures offer patients the opportunity to reshape physical features and improve their self-esteem. To many, plastic surgery is synonymous with cosmetic surgery. The true scope of plastic surgery is much broader, encompassing both reconstructive and elective aesthetic surgery. Reconstructive surgery is exactly what it sounds like — surgery to reconstruct part of the body after a traumatic injury or cancer or another surgery. Reconstructive surgery can also help correct a congenital deformity — one that’s present at birth. On the other hand, aesthetic surgery is performed to improve normal appearance. Of course, many plastic surgery procedures actually include aspects of both reconstructive and aesthetic surgery. Plastic surgery which are generally performed Cosmetic Plastic Surgery, Brow Lifts – Browlifts,Ear Surgery,  Eyelifts, Face Lift Surgery ,Rhinoplasty , Tummy Tucks , Liposuction – Lipo,Breast Implants – Breast Augmentation, Breast Enhancement , Breast Reduction Liposuction.

A patient can travel India for his plastic surgery once at the same cost with the excellence clinical care at advanced plastic surgery in India at Delhi and Mumbai. So this is the best alternative available particularly for foreigners to travel India with complete medical treatment. India has got the specialist in and also has got eminent plastic surgery hospitals where all the services are provided to the patients. So why not opt to India as the destination for medical treatment and health tourism. With the plan of acquiring medical treatment you may also have taste of Indian heritage. To have more details on plastic surgery in India just log on to http://www.tour2india4health.com or mail at enquiry@tour2india4health.com  

Plastic surgeries are some of the most applicable options for those who are wishing to have their appearance altered in a manner that is not exactly possible in any other way. For instance, wishing to alter one’s ear shape, or nose profile, is not possible with a diet or exercise change. What is possible with surgery is thus the option to alter the areas of one’s appearance that cannot be altered otherwise. In this way, it is best to investigate surgery as an option and to become very familiar with any benefits and risks associated with the procedure. It is also a good idea to become clear on what motives are behind the desire to have surgery performed. What are the desires associated with the procedure? What end result is desired? Asking these questions can help to solidify what results are desired and whether the procedure is worth it. Plastic surgeries are invasive and do have risks which much be fully understood prior to proceeding.

To fully understand a procedure involves research and patients must take responsibility for their own health, understanding the procedure from start to finish so that they are fully aware of what to expect. Surgery is a serious undertaking and another important part of that is finding a plastic surgeon that you can trust and feel comfortable with. This involves making sure that you are able to converse with the surgeon, discuss important issues, and have your questions answered. The more rapport between patient and surgeon the better the surgery may be due to heightened and clear communication. This is important when it comes to understanding plastic surgeries and the many options available.

There are a number of ways to handle procedures in minimally invasive ways and this can include less recovery time, less discomfort, less blood loss, less scarring, and many other perks. To find out whether or not your plastic surgeon offers minimally invasive procedures, it is best to ask about the technology used, the equipment in the office, and how cutting edge it is. Doing personal research is also a great idea to understand how a procedure is performed and what the latest in medical technology offers to patients. With this information, plastic surgeries can be understood more fully and procedures can go much more smoothly. It is always the patient’s responsibility to come to a full understand of a procedure and this is also helpful in ironing out what the procedure will do for the patient, what the patient can expect to change either emotionally or psychologically as a result of a new appearance, and how the procedure will impact their life in other ways. Coming to understand these aspects of a surgical decision are priceless as they can greatly increase knowledge of self and satisfaction, regardless of whether or not the patient decides to have the procedure completed after some thought.

Laparoscopic adjustable gastric banding, more commonly called Lap Band Surgery is an ideal option for weight reduction. The goal of the surgery is to help severely overweight people achieve long-term weight loss by limiting the food intake and achieving a feeling of early satiety.

One is considered an ideal candidate for the Lap-Band Surgery if the individual:

• weighs twice the ideal weight or are at least 100 pounds overweight
• is between the ages of 18 and 60
• has been overweight for 5 years or more
• has been unable to lose weight through diet and exercise
• does not have an illness that has caused him to be overweight
• does not drink too much alcohol
• is committed to making changes in your diet and lifestyle
• has a BMI more than 40 or more than 35 with obesity related health conditions

The LAP-BAND procedure involves placing an adjustable silicone band around the upper part of the stomach which creates a smaller pouch at the top of the stomach and leaves the larger portion of the stomach below the band. The band is a hollow ring filled with saline that can be adjusted with more or less saline to create a smaller or larger opening. With Lap Band Surgery, there is no cutting or stapling of the stomach and there is no intestinal rerouting.

Lap-Band Surgery is the most promising new weight loss procedure with many advantages over other obesity surgical options. Since its approval by the FDA in 2001 it has become the fastest growing bariatric (weight loss) procedure in the United States.

For more information about lap band surgery, visit http://indicurecosmeticsurgery.com/Laparoscopic-Gastric-Band-Surgery.html or http://indicure.com/lap_band_surgery.html, or write to http://indicurecosmeticsurgery.com/ContactUs_php.php

Indicure is the premier Healthcare Company of India, which provides expert medical advice and complete healthcare facilitation to patients globally.

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Breast implants are an everyday occurrence in hot spots like Hollywood and Miami beach, but more and more “common” ladies are upping their cup size every day. If you are considering a breast augmentation procedure you will likely pay anywhere from $2000 to $10,000 depending on where your surgery takes place, the surgeon you choose, and the type of implants you and your doctor decide is best for you.

If you have left over tummy fat from growing older or your pregnancy days deciding to have the tummy tuck procedure can benefit you greatly. This procedure can remove loose skin and stretch marks and leave you with a tummy you can be proud of. Opting for a tummy tuck procedure can cost you between $3,000 to $8,500 depending on your location, the amount of skin that is removed, and the time it takes to complete your surgery.

If you have an issue with your nose, rhinoplasty can help you have a great looking sniffer. Hollywood stars have been going under the knife for years trying to have the perfect nose to fit their facial features. It’s no secret that rhinoplasty can have your face in tip top shape with just a little alteration. If you are considering rhinoplasty get ready to invest about $2,000 to $8,500 for a good nose job.

While deciding on the right price for your budget is important, finding the best cosmetic surgeon in your area is what’s most important. There are options out there for helping you get the work done such as financing. Talk to your surgeon about the financial options they have available.

Finding out the going rate for your specific cosmetic surgery is a great way for you to start saving money to put towards your procedure. It is also an excellent way to ensure you don’t get taken advantage of by a surgeon that just wants your money. In the end, you get what you pay for, but there’s no reason why you should be broke to look beautiful.

Stephanie McLain is a freelance writer who enjoys writing about Cosmetic Surgery Prices and Liposuction Prices.

photo credit: helgasms!

Introduction:

Now days everyone wants to have gorgeous and eye-catching personality to grab the attention of everyone towards them. It is the age of beauty and good looks, therefore science had introduced a technology named cosmetic surgery which helps transforming looks with various methods and remove every bad spot from your appearance. Due to inefficient availability of funds, cosmetic surgery loans have been come up to provide financial help who wish to go for this surgery.

Advantages:

Salaried people often find it difficult to go for cosmetic surgery as this is quite an expensive affair. However, cosmetic surgery loans are here to help those people who desire to go for this but still have not conducted due to cash disaster. It facilitates the applicants with quick cash having no obligations. For your comfort, you can get applied with this service with online mode by completing a short and simple form with certain details including some personal and professional. These loans have become easier to avail due to the involvement of internet technology in providing loans online. You can cover your expenses with swiftness and expediency.

There is no restriction about your credit records, if it is bad or good, doesn’t matter as it is free from credit screening. You can now fulfill your dreams by transforming your appearances as per your wish.

Requirements:

Before applying up for personal loans for surgery, an applicant should fulfill the basic requirements of the contract.

1. The candidate must be UK citizen and should be an adult i.e. above 18.
2. He must be able enough to enter into this contract and should be regular employed and earn a steady source of income.
3. Borrower should have permanent address.
4. He should be working with the bank account in your name and should have repayment ability.

Alex Akin is currently working as an expert author for cosmetic surgery loans. His articles provide better knowledge of easy financial future for all people. For more details including bad credit surgery loans, bad credit loans for surgery, personal loans for surgery, and loans for cosmetic surgery visit http://www.cosmeticsurgeryloans.org.uk