Philip Sunshine, 94, Passes Away; Doctors Innovate Treatments for Premature Infants

Philip Sunshine, a physician at Stanford University, significantly advanced neonatal theory as a medical specialty, transforming the care for premature and severely ill neonates, who previously faced little hope of survival. He passed away on April 5 at his home in Cupertino, California, at the age of 94.

His daughter, Diana Sunshine, confirmed his death.

Before Dr. Sunshine and a few other dedicated doctors took an interest in caring for infants in the late 1950s and early 1960s, more than half of these incredibly vulnerable patients died shortly after birth, often without insurance coverage for their treatment.

As a pediatric gastroenterologist, Dr. Sunshine believed that with proper attention, many premature babies could be saved. At Stanford, he assembled a multidisciplinary team to treat these infants in specialized intensive care units. Alongside his colleagues, he developed innovative feeding methods and breathing assistance techniques using ventilation.

“We managed to keep babies alive who would have otherwise not survived,” Dr. Sunshine recounted during an interview in 2000 with the Pediatric History Center at the American Academy of Pediatrics. “And now, this progress is often taken for granted.”

The early 1960s marked a pivotal moment for the care of premature babies.

As noted by the Oxford English Dictionary, the term “Neonatology” first appeared in the 1960 book “Isises of Newborn” by pediatrician Alexander J. Schaffer from Baltimore. By that time, Stanford’s Neonatology School, one of the nation’s earliest schools for this field, was already functional.

In 1963, Patrick Bouvier Kennedy, the second son of President John F. Kennedy, was born nearly six weeks prematurely and sadly passed away just 39 hours later. This tragic event captured the attention of newspapers across the nation and spurred federal health officials to begin funding research focused on newborns.

“Kennedy’s situation was a significant turning point,” Dr. Sunshine remarked in 1998 to Aha News, a publication of the American Hospital Association.

Serving as the Newborn Dean at Stanford from 1967 to 1989, Dr. Sunshine played a crucial role in training hundreds, if not thousands, of doctors who went on to work in neonatal intensive care units worldwide. Upon his retirement in 2022 at the age of 92, the survival rate for babies born at just 28 weeks had surpassed 90%.

“Phill is one of the pioneers in neonatology—an exceptional neonatologist and one of the finest in our field’s history,” stated David K. Stevenson, the head of the neonatology division at Stanford, who succeeded Dr. Sunshine, in a 2011 graduate journal.

Dr. Sunshine understood that providing care for young children involves both technical skills and personal connection. He advocated for allowing parents to visit the neonatal intensive care unit to hold their newborns, noting that skin-to-skin contact was highly beneficial.

He also encouraged nurses to exercise their judgment and express concerns when they felt something was amiss.

“Our nurses have always been invaluable caregivers,” Dr. Sunshine recounted in oral history. “Throughout my career, I collaborated with nursing staff who often recognized baby issues before the doctors did, and they continue to do so.”

A newborn nurse who worked alongside Dr. Sunshine for over 50 years shared in a blog post for Stanford Medicine, “Phil exuded a deep kindness—towards the babies, us, and everyone around him.”

“He viewed everyone as equally important,” she commented.

It was a challenging journey, and the pressure was immense.

“He had a calming, encouraging presence and was completely unflappable,” Dr. Stevenson said in an interview. “He would often say, ‘If you’re going to be up all night in the hospital, what better way to spend your time than by giving someone 80 or 90 years of life?'”

Philip Sunshine was born in Denver on June 16, 1930, to parents Samuel and Molly (Fox) Sunshine, who owned a pharmacy.

He earned his bachelor’s degree from the University of Colorado in 1952 and graduated from medical school in 1955.

After his first year of residency at Stanford, he was drafted into the US Navy, where he served as a physician. Upon returning to Stanford in 1959, he trained under pediatrician Louis Gulac, later developing a modern neonatal intensive care unit at Yale University.

“He inspired my passion for caring for newborns and made the field so fascinating,” Dr. Sunshine recalled. He stated.

Since there was no neonatal fellowship available at the time, Dr. Sunshine pursued advanced training in pediatric gastroenterology and pediatric metabolism fellowships.

“This was a really thrilling period,” he commented in a Stanford Medicine Children’s Health blog post. He remarked. “People from diverse backgrounds were contributing valuable skills for newborn care—like neonatal specialists, cardiologists, and those with interests in gastrointestinal issues with infants. I learned a wealth of information and enthusiasm from them.”

Dr. Sunshine married Sarah Elizabeth Vryland, dubbed Beth, in 1962.

He is survived by his wife, daughter Diana, four other children—Rebecca, Samuel, Michael, and Stephanie—and nine grandchildren.

In many ways, Dr. Sunshine’s surname aptly captured his essence; it resonates perfectly with his profession and approach.

“Beyond being a pioneer in neonatology, he truly brought light to every environment he entered,” Susan R. Hintz, a neonatologist at Stanford University, shared in an interview. “He was a soothing presence, especially during incredibly stressful times. Nurses frequently remarked, ‘He is someone everyone remembers.’

Source: www.nytimes.com

Trump and Doge urge VA mental health systems to innovate

In late February, as the Trump administration stepped up its quest to transform the federal government, the psychiatrist treating veterans was turned to her new workstation, which was incredible.

She had to perform virtual psychotherapy with patients from any of the 13 cubicles of large open office spaces used for call centres under the Return Office Policy from the New Office. Other staff could overhear the session, appear on patient screens, or be handed over to the toilet or break room.

The psychiatrist was unsure. Her patient suffered from disorders such as schizophrenia and bipolar disorder. It took months to get their trust by dealing with them from her home office. She said the new arrangement violated a central ethical doctrine of mental health care: guarantees of privacy.

When doctors asked how they would expect to protect the privacy of their patients, the supervisor suggested buying a privacy screen and a white noise machine. “I’m ready to leave once it comes,” she wrote to her manager in a text message shared with the New York Times. “I got it,” replied the manager. “Many of us are ready to leave.”

These scenes have been unfolding at veteran affairs facilities nationwide in recent weeks as treatment and other mental health services have been disrupted amid the dramatic changes ordered by President Trump and driven by Elon Musk’s government efficiency.

Among the most consequential orders is the requirement that thousands of mental health providers, including many who have been hired for completely remote positions, currently work full-time from the federal government. space. This is the reversal of the VA’s harsh policy that pioneered virtual medicine practices as a way to reach isolated veterans 20 years ago, long before the pandemic made telehealth a favorable treatment for many Americans.

As the first wave of providers report to offices simply lacking room for them, many have found no way to ensure patient privacy, healthcare workers said. Some have filed complaints and warn that the arrangement violates ethical regulations and the Health Privacy Act. At the same time, layoffs of at least 1,900 probation employees are diluting the already stressful services that support homeless or suicides.

said Matthew Hunnikat, 62, a social worker who retired in late February nearly 15 years later at Jesse Brown VA Medical Center in Chicago.

When staff were ordered to close the diversity initiative, Honeycutt decided to speed up his retirement. He said care at the VA was improved during that time with community outreach, shorter waiting times and same-day mental health appointments.

“It’s extreme to just destroy this kind of thing,” he said.

Alain Delacheriere and Kirsten Neus Contributed research.

Source: www.nytimes.com

As heat waves loom, cities innovate to protect residents and prevent casualties.

In North Carolina, for instance, Ward and colleagues have assisted counties in formulating heat preparedness plans to identify their most vulnerable residents.

He emphasized that government officials should approach the rise in heat and humidity in a similar manner to how they handle hurricanes, tornadoes, and other emergencies.

“Emergency management and public health officials are already well-prepared for various extreme weather events, but they are not as well-prepared for heat-related incidents,” Ward explained.

The events of last summer raised concerns, she noted.

“It was a Category 5 heat event,” Ward explained. “The severity of what we experienced last summer was enough to bring attention to this issue.”

Research indicates that climate change is leading to an increase in the frequency, duration, and intensity of heatwaves worldwide. Last year marked the hottest year on record, and the warming trend continues. According to the European Union’s Copernicus Climate Change Agency, April saw World temperature records being set for 11 consecutive months.

Forecasts suggest that temperatures will be higher than usual across much of the United States in the next three months, as per the National Oceanic and Atmospheric Administration’s predictions. According to the National Oceanic and Atmospheric Administration.

Ward expressed optimism that cities were taking the threat of heatwaves seriously, although significant challenges lie ahead. Securing funding for preparing for extreme heatwaves, particularly in rural regions, is a major challenge.

Addressing the root social issues that exacerbate during heatwaves, such as homelessness, soaring energy costs, and economic disparities, is an even greater challenge.

However, Ward remains hopeful that the experiences of last summer have motivated some local governments to take action.

“Moving forward, I would like to see a stronger emphasis on preventive measures to reduce these exposures in the first place, so we are not constantly in response mode,” she stated.

Source: www.nbcnews.com

Innovate with Azure: 5 ways developers’ lives are made easier with cloud tools

There is an interesting and appropriate “spot the difference” Microsoft Visual Studio An advertisement that used to be published in a computing magazine.

On the left side of the image is the desk of an “unhappy” software developer. It's midnight now. Under the gaze of a single desk lamp, mangled piles of paper litter the scene, and yellow sticky notes dangle from a computer screen.

The right side shows the desk of a “happy” software developer. It's clean and tidy, you have a calendar full of social events, and it's a sunny day outside.

The message was clear. It means that developers will feel less stressed if they use his C++, a popular programming language that allows them to develop software regardless of the platform.

Almost two decades later, technology has advanced, but software developers still face many of the same challenges. How do you handle the entire lifecycle of creating a product for your customers, from designing the software to making sure it works and is secure? , to deployment and maintenance of the finished product?

Scaling up and down is smooth
Cloud platforms greatly simplify developers' lives, from planning, writing, editing, and debugging code to delivering it live to customers, even when they don't know what the final requirements will look like. .

Previously, software companies delivered applications and services to customers and then had to guess how much infrastructure was needed to support product delivery and maintenance.

This problem can be further exacerbated by the fact that customers may be struggling to meet highly fluctuating demand from end users.

Azure's scalable cloud platform solves this problem by hosting your software and automatically scaling it as demand increases or decreases, allowing you to focus on what you do best: software development. .

Consider the following case live tech games (LTG) etc. The company was faced with the challenge of supporting 10,000 users simultaneously playing a live football tournament multiplayer mobile game online, a number he needed to increase to 500,000.

“During the 2022 FIFA World Cup, in partnership with ITV, we ran over 30 live tournament games with thousands of players competing simultaneously, and thanks to Azure, everything went perfectly. ” says the LTG co-founder. Co-CEO Samuel Worsley.

Develop and debug all in one place
Software development is a complex process. Especially when there are many cooks involved and everyone, including the boss, has different ideas about what coding language the software should be written in.

“If you like working in one programming language and your colleague likes working in another, that's not a problem with Visual Studio,” says Microsoft UK Head of Digital and Application Innovation, Data and Artificial Intelligence. Director Denise Dourado said. .

Visual Studio is an integrated development environment that allows developers to write, edit, and debug code in one place instead of moving from tool to tool.

“Without Visual Studio, you end up designing code in one place and having to debug it in another place. It takes time,” says Dourado.

The worst thing for developers, she says, is that when they switch from one tool to another, they worry about what will happen to their code, making the development process take a long time.

Audit software is easy
You've built your software, but now you need to deploy and maintain it, which can be a huge headache.Here is Azure DevOp Services Come in.

Azure DevOps can be used collaboratively by multiple people to track changes made to software source code and release them to customers in a live environment.

In addition, at a time of global economic uncertainty, there is a real need to reduce costs and improve efficiency while providing added value to customers whose businesses are undergoing significant digital transformation.

Mobile phone company Vodafone realized that it had too many computer systems within the company and many different code repositories for all of its software. Some control systems relied on Word documents to manually track source code changes.

“At the time, we could automatically roll back a deployment to see specifically which line of code caused the problem, link to the developer, and see why we did something like that. It took us a long time to be able to do that,” says Ben Connolly. Head of Digital Engineering at Vodafone.

“it has been Revolutionize with the power of Azure DevOps. It's all pipeline now, and it's much more auditable than what we had before. ”

Improved productivity
Artificial intelligence (AI) is also increasingly helping developers solve pain points. GitHub, the world's largest code repository and social software development community, leverages AI in the following ways: GitHub Copilot.

“GitHub Copilot provides enhanced features for developers, including suggesting code improvements, identifying common coding errors, and helping developers understand the codebase faster, especially for developers new to the project. ,” adds Dourado.

According to GitHub, 46% of new code is now written by AI, overall developer productivity has increased by 55%, and 75% of developers on the platform are looking to be more creative with their software development. They report that they are now able to concentrate on specific areas.

Software development has been democratized
Microsoft wants to take things a step further by “democratizing” the IT industry and making it possible for people without a software development background to build software, Dourado said. “We're bringing in users from the business environment and allowing them to build programs without necessarily understanding code,” she added.

for example, Azure cognitive services You can automate document processing, improve customer service, understand the root causes of anomalies, and extract insights from content.

“The world of technology is constantly changing, especially around things like AI, and if you are a developer, it may not be your core skill. We’re trying to make it possible to leverage AI without spending months or years,” says Dourado.

“What's important to me is that I don't have to struggle to learn new technology and have more freedom to be creative and take advantage of the features of the application.”


read more

Source: www.theguardian.com

Innovate with Azure: 5 Key Factors to Ensure Your Business’ Cloud Platform is Future-Proof



The world is on the brink of a productivity revolution

The world is on the brink of a productivity revolution, as artificial intelligence (AI) creates a new wave of opportunity for businesses of all sizes. Whether it’s using chatbots, more advanced AI, uncovering deeper insights into customer needs, or speeding up product development, you’re missing out on the improved outcomes that AI can bring. No company wants that. For some organizations, generative AI tools are emerging, such as: Chat GPT and Daruiis increasingly making business cases for adopting AI strategies to generate content and images. But while business leaders want to maximize the benefits of technology, they also need to understand the broader responsibilities that come with it (including considerations around data privacy, unintentional bias, copyright infringement, etc.) and how to do so. You also need to. Most of the opportunities are rapidly evolving. To help board executives and IT leaders drive success with their AI strategies, Michael Wignall, director of infrastructure for Microsoft’s Azure Business Customer Success unit, recommends what leaders need to do before leveraging AI. Here are the first five steps you should take.

1. Make AI part of a broader cloud computing strategy

First and foremost, Wignall says companies should consider working with established technology providers. AI works best when it’s part of a broader cloud computing strategy. This means IT operations are outsourced to an outside company that operates the data center. Microsoft Azure he says. “AI is born in the cloud. To take advantage of this wave of innovation, you need to be in the cloud,” he added. He points to his three main components of AI: computing power, data, and algorithms, all of which are best provided through cloud services. He believes companies should adopt a “cloud-native” approach, where the entire AI infrastructure is built on a cloud platform. Such an approach offers many benefits, including: Reduce costs by paying only for the resources you use, rather than maintaining and updating expensive on-premises equipment. Flexibility and scalability. Customers can easily add or remove resources as needed. Access to enhanced security tools. This allows you to better detect, assess, and alert on threats to your customers’ data. As with cloud data, you can easily back up your data and quickly restore it in the event of a failure or disaster.

2. Find the data

Next, businesses need to have a solid understanding of where their data resides within their organization and move it to cloud platforms. The success of AI depends on analyzing relevant data at scale. To fine-tune AI for best performance, AI should be powered by your company’s own data from customer lists, inventory, sales information, financial data, and other key data. “It’s important to make sure your data platform and data strategy is the best it can be, and that you know where your data is and how to access it,” he said.

3. Protect your data

Once the cloud infrastructure is in place and the associated data has been migrated, the next critical step is to secure that data. With all of a company’s important data in one place (the cloud), it’s important to have peace of mind in the presence of multiple threats, such as hackers. “Make sure you’re protected with best-in-class security features, clearly defined policies and governance around who can access your data, and the ability to audit how your data is handled,” he said.

4. Decide which functions and tasks to use AI for

Once the infrastructure, data, and security are in place, companies can move on to determining the best uses for AI, such as automating office processes, extracting insights from data, and handling copywriting and a variety of other tasks. Masu. For the past five years, general AI has provided so-called “cognitive services” such as data analysis and product recommendations. Generative AI takes technology to a new level. With a few keystrokes, users can create content such as reports, ads, images, copy, automated emails, and personalized user connections. Generative AI can also analyze large volumes of documents, call center logs, and financial results and summarize information with short precision.

5. Implement a responsible AI policy

Once a company takes these steps, it is ready to deploy an AI strategy. However, before launching, companies should ensure they have responsible AI policies in place across the board. Businesses ensure that AI is free from embedded bias, that there is good governance around its use, that AI is used ethically, and that there are no unintended or undesirable consequences is needed. Microsoft provides responsible AI policy guidance and provides tools to check for bias, ensure inappropriate data is filtered out, and perform sentiment checks to scrutinize output. Ultimately, however, it is essential that companies ensure they have responsible AI policies in place. While many organizations are just beginning their AI journey, Wignall summarizes the mindset companies should adopt when considering AI: Partnership is key. Cloud is the key. Prioritize the business benefits that matter to your organization. And start today.


Source: www.theguardian.com