 Public health has largely been driven by the principle that preventing diseases is more effective and less costly than treating them. The most notable improvements in human health have been driven by preventive healthcare measures that reduce the risk of illness while promoting healthier communities. Preventive health care includes services and interventions that prevent diseases, encourage healthy behaviors, and detect health conditions early. Vaccination programs, nutrition education, maternal and child health initiatives, chronic diseases, sanitation systems, and campaigns against chronic diseases fall under preventive health care.
Preventive health care means medical services, interventions, and public health initiatives that prevent disease and injury before they occur. Preventive health care also detects diseases or injuries in their earliest stages. This type of health care is often categorized into primary, secondary, and tertiary prevention. Primary prevention stops diseases before they develop. Vaccination, nutrition education, clean water and sanitation initiatives, smoking cessation programs, and exercise campaigns are all examples of primary prevention initiatives. Secondary prevention prioritizes early detection and intervention, such as cancer screenings, diabetes screenings, cervical cancer screenings, blood pressure screenings, and cholesterol testing. Tertairy prevention seeks to reduce complications and improve the quality of life for people living with chronic diseases. Diabetes management programs, mental health treatment programs, physical therapy, and cardiac rehabilitation are some common examples of tertiary prevention. All of these preventive strategies serve as the foundation of effective public health systems. Most causes of death and disability are preventable or manageable through early intervention. Heart diseases, diabetes, respiratory illnesses, and some cancers can be controlled or prevented through routine screenings, lifestyle modifications, and timely medical care. Vaccination remains one of the greatest achievements in public health and continues to be a powerful tool for disease prevention. Immunization programs have dramatically reduced or eliminated many once-common infectious diseases, including polio, measles, smallpox, rubella, and diphtheria. Vaccines protect individuals from serious illness while safeguarding communities by reducing disease transmission and creating herd immunity. The COVID-19 pandemic further highlighted the importance of strong vaccination systems, effective public health communication, and community trust. Another critical aspect of preventive health care is early detection through routine health screenings. Screening programs help identify diseases before symptoms develop, allowing healthcare providers to intervene early and improve outcomes. Preventive screenings such as mammograms, cervical cancer screenings, colon cancer screenings, blood pressure checks, cholesterol testing, diabetes screenings, and osteoporosis assessments have saved countless lives. Preventing chronic disease is equally important because conditions such as heart disease, diabetes, obesity, hypertension, and chronic respiratory illnesses account for a significant share of healthcare spending and mortality worldwide. Many of these diseases are linked to lifestyle factors that people can modify, including poor nutrition, lack of physical activity, tobacco use, excessive alcohol consumption, and chronic stress. Public health initiatives that encourage healthier behaviors can significantly reduce the prevalence of chronic diseases and improve overall population health. Preventive health care also plays a vital role in protecting mothers, children, and individuals facing mental health challenges. Prenatal care, childhood immunizations, developmental screenings, nutrition programs, family planning services, and newborn screenings provide critical support during the earliest stages of life and often produce lifelong benefits. Similarly, preventive mental health programs, including early intervention services, school-based counseling, substance misuse prevention, community support initiatives, and suicide prevention programs, help address mental health concerns before they escalate into serious problems.
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 When a storm-related emergency, shelter operation, vaccination site, or testing event strains public health and emergency-response agencies, local services may need help beyond regular staffing. The Medical Reserve Corps, often called MRC, organizes local volunteer units that support community health and emergency response work. Its volunteers may have medical or non-medical backgrounds, but their shared role is to add local capacity when urgent needs increase.
The practical value begins with knowing which volunteers a unit can contact and what each person can safely do. Before volunteers respond, an MRC unit can collect member information, confirm training status, and verify whether a volunteer has a current health license or has completed a background check. That preparation provides a local agency with a roster of current contact information and training records. MRC volunteers come from varied backgrounds. Some may be nurses, physicians, pharmacists, public health workers, emergency medical technicians, or emergency-preparedness professionals. Others may bring experience in administration, logistics, education, language support, community outreach, delivery or courier support, or other practical areas. Those skills help responding agencies manage movement, communication, and support tasks. During an emergency, volunteers may support public health clinics, shelter operations, vaccination efforts, testing sites, first-aid stations, supply distribution, or information tables. At a vaccination clinic, for example, one volunteer may guide residents through check-in while licensed staff handle clinical duties. Extra trained help can reduce staffing pressure and let public health employees focus on duties that require professional training. The Medical Reserve Corps does not replace police, fire departments, ambulance services, hospitals, or public health departments. Those organizations keep their own response roles, staffing responsibilities, and command structures. MRC volunteers support assigned work under local or host-agency direction, which keeps volunteer service separate from the command responsibilities of official responders. Coordination determines how that support reaches the right place. A public health department, emergency management partner, or response supervisor may set a reporting location, shift schedule, supervisor contact, documentation process, safety instruction, or communication channel. Those details help volunteers join the response in an orderly way without interrupting ongoing work. The distinction between medical and non-medical support also clarifies duties. A response supervisor may assign a licensed health professional to a clinical task only when the role fits the person’s license, training, and assigned responsibilities. A non-medical volunteer may help with directions, check-in, supplies, forms, crowd flow, public information, or delivery support without crossing into duties that require a license. MRC work before a major emergency also affects how well volunteers can help once a response begins. Local units may participate in health outreach, preparedness education, training events, drills, and community activities to keep volunteers familiar with response expectations. These activities help agencies and volunteers work together before a stressful situation requires faster cooperation. Clear public information matters during local emergencies because residents may need help understanding where to go, what a site offers, or which official instructions apply. MRC volunteers have supported public outreach, call centers, appointment help, language support, and community event awareness during public health responses. That work helps agencies answer questions and helps residents use official services when guidance, schedules, or access points change. The Medical Reserve Corps helps communities by enabling local agencies to place trained volunteers in assigned roles as conditions change. A useful volunteer unit gives response leaders a clearer way to match skills, training, and limits to the work in front of them. That role discipline makes MRC support practical when a community needs help that is organized, safe, and ready to fit into an official response. https://draudreyarona.mystrikingly.com/blog/high-risk-obstetrics-overview-for-expectant-mothers Source: doctoraudreyarona How ACOG Membership Connects Clinical, Career, and Community Support 
The American College of Obstetricians and Gynecologists (ACOG) stands as the primary professional organization for specialists in obstetrics and gynecology. It represents thousands of members across the country, setting clinical standards while encouraging career growth and advocacy. For physicians at every stage of practice, membership ties these functions together into a system of resources that supports individual care and strengthens the field as a whole. Membership is divided into categories for medical students, residents, fellows, and practicing physicians. Each tier carries benefits suited to its level of training and responsibility. By matching resources to career stage, ACOG provides members with a clear path from early education to senior leadership. Clinical guidance remains the organization’s anchor. Members use practice bulletins - formal summaries of best practices - and committee opinions that present expert perspectives on evolving issues. Updated regularly, these resources enable physicians to make informed decisions and deliver patient care that aligns with current standards. The organization also issues policy and position statements that extend its role into ethics and health policy. These documents help members understand the debates that shape women’s health, from reproductive rights to access to maternal care. By pairing evidence with principles of advocacy, ACOG positions its physicians to practice medicine within a clear policy framework. Educational materials for patients complement these professional resources. They explain prenatal milestones, contraceptive choices, and gynecologic conditions in language designed for clarity. When physicians share them, they build trust and ensure patients remain active partners in their care. Support for career development begins as soon as medical students enter the program. Members at this stage receive structured mentorship, introductions to research opportunities, and guidance on training options within the specialty. Student initiatives also connect them to professional networks that continue to provide value through residency. For residents and early-career physicians, the organization emphasizes the transition to independent practice. Coding guides explain billing and insurance systems, wellness programs address stress management, and peer networks provide a sense of community during demanding years. These tools alleviate administrative strain and enable young physicians to focus on refining their clinical expertise. Mentorship continues well beyond the training period. Programs pair less experienced members with established clinicians, encouraging guidance on both medical and professional challenges. These relationships extend learning outside formal programs and help prepare members for leadership roles across the specialty. Community engagement takes shape through events such as the Annual Clinical and Scientific Meeting. The gathering serves as a hub for scientific collaboration, networking, and continuing education. Regional meetings and smaller forums give members additional opportunities to exchange knowledge and strengthen their professional identity. Advocacy adds another dimension to membership. Physicians participate in awareness observances and engage directly with lawmakers on women’s health issues. These efforts ensure the profession’s perspective is part of policy decisions at both the national and local levels. Together, these functions form an integrated membership experience. Clinical guidance, career pathways, and advocacy initiatives form a system that equips physicians to deliver care while contributing to the profession’s direction and broader public health priorities. Looking ahead, ACOG membership offers continuity while preparing physicians for emerging challenges in women’s health. Advances in reproductive technology, shifts in maternal health policy, and population-level concerns require steady professional support. By combining evidence-based standards, development resources, and advocacy platforms, ACOG ensures its members are ready to guide the specialty with expertise and purpose. Source: doctoraudreyarona  Public health agencies that serve large populations function much like complex organizations with defined divisions. Clinics, laboratories, environmental health units, and emergency programs all operate under one umbrella. With millions of residents depending on them, their budgets and staffing systems provide the foundation for stability. Without structured approaches, even basic services can falter.
Budgets at this scale typically reach multi-million-dollar levels. Leaders must distribute funds across various programs, including immunizations, chronic disease prevention, pharmacy services, and inspections. Oversight mechanisms - such as quarterly reports, audits, and compliance reviews - ensure that organizations spend money as intended and allow for mid-year adjustments. Effective oversight also depends on administrators trained in forecasting, cost allocation, and grant accounting. Agencies that build financial skills in their leadership strengthen long-term sustainability and reduce the risk of shortages or mismanagement. Staffing carries equal weight in maintaining reliable programs. Agencies employ nurses, physicians, inspectors, and educators, and strategically distribute them across divisions. Workforce planning aligns staff with service needs, while human resources safeguards - such as credential checks, labor compliance, and hiring standards - ensure quality and consistency. Retention is equally critical. High workloads, especially during crises, accelerate burnout and turnover. Agencies that establish clear workload policies and conduct regular supervisor check-ins preserve institutional knowledge - the experience accumulated by long-serving staff - and maintain service continuity. Performance evaluation links these administrative systems directly to outcomes. Agencies track productivity measures, including program outcomes and efficiency metrics, as well as staff competency assessments. These reviews not only guide resource allocation but also demonstrate how budgeting and staffing decisions translate into frontline efficiency. Accountability and patient service are measured side by side. Emergencies test the flexibility of these systems. During the COVID-19 pandemic, agencies redirected millions of dollars in funding to testing and vaccination sites while redeploying staff to meet the surging demand. Human resources fast-tracked new hires and temporary contracts, showing how flexibility in management determines whether urgent needs are met in real time. Reports indicate that agencies with established surge staffing plans were able to adapt more quickly and maintain essential services. Partnerships provide the long-term support strategy that complements this short-term flexibility. Collaborations with hospitals, nonprofits, and federal agencies extend staffing, bring in outside funding, and share technical expertise. By coordinating with external partners, agencies can expand capacity without incurring duplicate costs - a strategy that sustains services once emergency surges subside. Grants account for a significant portion of public health funding, and managing them requires specialized systems. Agencies must align grant objectives with local priorities, track compliance conditions, and coordinate multiple funding streams without overlap. Building competencies in grants management maximizes resources and ensures that programs remain accountable to both funders and the communities they serve. Effective grant management also enhances sustainability by directly linking resources to long-term strategic planning. Planning for the future ties the system together. Agencies build multi-year forecasts, workforce pipelines - systems that prepare and supply new staff for future vacancies - and succession strategies to maintain stability over time. Strategic plans align funding with projected needs and prepare for staff transitions, keeping essential programs resilient when funding levels, disease trends, or workforce supply change. The lessons from public health agencies apply well beyond healthcare. School districts or transportation authorities, for example, also manage large budgets and staffing at scale. Public health offers a clear model: combine allocation with oversight, equip leaders with financial training, integrate staffing with HR safeguards, link evaluations to service outcomes, adapt quickly during crises, and use partnerships and planning to secure long-term stability.  The American College of Obstetricians and Gynecologists (ACOG) stands as the primary professional organization for specialists in obstetrics and gynecology. It represents thousands of members across the country, setting clinical standards while encouraging career growth and advocacy. For physicians at every stage of practice, membership ties these functions together into a system of resources that supports individual care and strengthens the field as a whole.
Membership is divided into categories for medical students, residents, fellows, and practicing physicians. Each tier carries benefits suited to its level of training and responsibility. By matching resources to career stage, ACOG provides members with a clear path from early education to senior leadership. Clinical guidance remains the organization’s anchor. Members use practice bulletins - formal summaries of best practices - and committee opinions that present expert perspectives on evolving issues. Updated regularly, these resources enable physicians to make informed decisions and deliver patient care that aligns with current standards. The organization also issues policy and position statements that extend its role into ethics and health policy. These documents help members understand the debates that shape women’s health, from reproductive rights to access to maternal care. By pairing evidence with principles of advocacy, ACOG positions its physicians to practice medicine within a clear policy framework. Educational materials for patients complement these professional resources. They explain prenatal milestones, contraceptive choices, and gynecologic conditions in language designed for clarity. When physicians share them, they build trust and ensure patients remain active partners in their care. Support for career development begins as soon as medical students enter the program. Members at this stage receive structured mentorship, introductions to research opportunities, and guidance on training options within the specialty. Student initiatives also connect them to professional networks that continue to provide value through residency. For residents and early-career physicians, the organization emphasizes the transition to independent practice. Coding guides explain billing and insurance systems, wellness programs address stress management, and peer networks provide a sense of community during demanding years. These tools alleviate administrative strain and enable young physicians to focus on refining their clinical expertise. Mentorship continues well beyond the training period. Programs pair less experienced members with established clinicians, encouraging guidance on both medical and professional challenges. These relationships extend learning outside formal programs and help prepare members for leadership roles across the specialty. Community engagement takes shape through events such as the Annual Clinical and Scientific Meeting. The gathering serves as a hub for scientific collaboration, networking, and continuing education. Regional meetings and smaller forums give members additional opportunities to exchange knowledge and strengthen their professional identity. Advocacy adds another dimension to membership. Physicians participate in awareness observances and engage directly with lawmakers on women’s health issues. These efforts ensure the profession’s perspective is part of policy decisions at both the national and local levels. Together, these functions form an integrated membership experience. Clinical guidance, career pathways, and advocacy initiatives form a system that equips physicians to deliver care while contributing to the profession’s direction and broader public health priorities. Looking ahead, ACOG membership offers continuity while preparing physicians for emerging challenges in women’s health. Advances in reproductive technology, shifts in maternal health policy, and population-level concerns require steady professional support. By combining evidence-based standards, development resources, and advocacy platforms, ACOG ensures its members are ready to guide the specialty with expertise and purpose. 
Hospital CEOs are always in the process of dealing with various challenges. In 2023 and 2024, workforce challenges were among the top factors concerning CEOs, but these are not the only issues they must constantly address. Following are many of the challenges that hospital CEOs are currently facing. The entire healthcare industry is evolving. Some of the factors impacting this transformation are regulatory and insurance payer decisions, which influence how hospitals operate and are managed. Disruptive forces arising from competition, mergers and acquisitions of healthcare organizations, and digital transformation are also changing how hospitals function. During these changes, CEOs must find ways to increase operational efficiency while continuing to provide patients with quality care. The biggest challenge these hospital leaders face is the hospital workforce. A 2023 American College of Healthcare Executives survey of CEOs found that it ranked No.1 as a concern. Some of the issues cited in the study were related to shortages and staff burnout. In 2024, this concern related to physician and nursing shortages. An August 2024 Health Leaders article stated that the healthcare industry will face a shortfall of 124,000 physicians and 450,000 nurses in 2025. These figures are disconcerting because if the industry does not meet the demand, the quality of healthcare will undoubtedly decrease, and access to healthcare will also be limited. These problems stand to be compounded as hospitals must contend with the demand for new services and an aging population, requiring CEOs to step up their recruitment efforts and improve current working conditions to retain staff. This strain on finding and retaining quality healthcare professionals has impacted operational costs, with healthcare organizations experiencing financial pressure. From 2021 to 2023, these factors have cost healthcare organizations $42.5 billion, according to the August 2024 Health Leaders article. CEOs work to find ways to reduce costs, but they often come at the expense of providing quality care. Health insurance has always been a challenge for healthcare organizations. However, insurance payers have the advantage today, with many insurance companies growing significantly, dwarfing the healthcare organizations they serve. Hospitals have a more difficult time negotiating rates than in the past, with some experiencing delays in payments and more rigid reimbursement policies. The challenge for CEOs is navigating the formidable insurance landscape that makes profits a priority while also making sure that the hospital is financially stable and can provide quality care. The business of care also includes external phenomena shaping the current healthcare landscape. Prior to the advent of digital technologies, the healthcare system had few competitors. However, digital-based companies have partnered with retail health companies to become disruptors to the traditional system. These disruptors gained a competitive advantage by relying on patient preferences for convenient, cost-effective healthcare. These companies can draw on a significant amount of capital and offer patients specific services, garnering a robust patient population segment. CEOs and their teams must now devise ways to attract patients to their hospitals for procedures that can be performed elsewhere. Mergers and acquisitions have become entrenched in the healthcare industry. In fact, it has experienced its largest wave of mergers and acquisitions in the last few years. Some hospitals have consolidated as administrators must devise plans to support their hospitals financially. This move improves operational efficiency while making the healthcare organization more financially stable. CEOs must also contend with digital integration. In the short term, investing in digital tools is challenging. However, adopting tools such as self-scheduling to streamline back-office operations will improve the business of caring for people with long-term advantages. Source: doctoraudreyarona RLT and RF Energy Benefits in Vaginal Rejuvenation
In April 2025, separate publications reported on the technology used for vaginal rejuvenation, a procedure that facilitates collagen production long known to give skin its elasticity and firmness. Women can choose from one of two minimally invasive procedures - light therapy (red light therapy) and radiofrequency (RF) energy. Both procedures offer women advantages. Women opt for vaginal rejuvenation for various reasons, including cosmetic concerns like oversized labia, as well as functional issues such as difficulty during sex, exercise, or maintaining hygiene. Additionally, those recovering from childbirth, older women, or those with post-cancer treatments may seek rejuvenation to tighten vaginal walls and restore comfort. Vaginal rejuvenation covers various procedures that change the vagina's shape, and they do come in all shapes and sizes. RLT and RF are non-surgical, minimally invasive procedures that offer various benefits. RLT, in general, has been used for some time to promote skin health, muscle recovery, pain relief, wound healing, and hair growth, but now has become part of women's intimate health. This procedure relies on red light or near red light wavelengths to stimulate the cells' mitochondria, which is the energy source of the structure. The body's fuel, adenosine triphosphate (ATP), is produced here. In addition to being an energy source, ATP also facilitates cellular repair, collagen production, and the production of nitric oxide, which enhances blood flow. Furthermore, it also is integral to vaginal tissue health, elasticity, and natural lubrication. Because of these characteristics, vaginal rejuvenation using RLT is ideal for treating menopausal, perimenopausal, and postpartum recovery issues. RLT offers a safe and effective option for vaginal rejuvenation, as supported by over 3,000 research studies mentioned in a Los Angeles Times article from April 2025. The procedure is painless, does not harm vaginal tissue, and avoids the side effects commonly associated with other treatments. Additional benefits include enhanced blood flow to intimate tissues, pelvic floor support, increased natural lubrication, and reduced discomfort during sexual intercourse. This procedure provides women with a hormone-free alternative to conventional vaginal rejuvenation options. The other non-invasive treatment is ThermiVa's RF procedure. ThermiVa's RF technology gently heats the vagina's internal and external tissues, which culminates in collagen production. As collagen levels are restored, the vagina tissues become tighter, and there is increased lubrication and comfort for the woman. This procedure is for women who experience vaginal laxity, dryness, and mild urinary incontinence related to childbirth or aging. ThermiVa's RF energy heats the skin without causing damage, injury, or burns to the affected area, making it a safe option. Studies appearing in peer-reviewed publications report that the procedure effectively improves vaginal tightness, reduces dryness, and addresses mild incontinence without the side effects commonly associated with laser treatments. ThermiVa offers both physical and emotional benefits, according to an April 2025 GigWise article. In addition to the advantages mentioned above, the procedure requires no downtime or recovery period. It does not require the woman to receive anaesthesia, enabling the patient to resume their daily routine, while other laser treatments require one to two days of recovery. The recovery time can range from one to two weeks with conventional surgical procedures. This procedure's emotional benefits are often increased body awareness and confidence. Both RLT and RF offer women considering this procedure a way to get it done in a safe environment. Experts state that the procedures may not suit all patients, even if they are safe. In the case of ThermiVa, for instance, women with a medical implant (pacemaker), a vaginal infection, who have recently delivered a baby, or who have pelvic organ prolapse (a weakening of the muscles and tissues in the pelvis) are not good candidates for this procedure. Source: doctoraudreyarona  In an April 2025 news release, the American College of Obstetricians and Gynecologists (ACOG) discussed its concerns regarding the federal budget cuts to the Women’s Health Initiative (WHI). The WHI, funded by the National Institutes of Health, supports research that focuses on preventive measures in disease management. According to an April 2025 New York Times article, in response to public outcry against these cuts, federal officials are revisiting the issue.
The WHI, launched in the 1990s, is comprised of randomized controlled trials that track women’s health, particularly cardiovascular disease and breast cancer. When it started, the WHI enrolled more than 160,000 women nationwide from 50 to 79 years old. Today, the study still tracks nearly 42,000 women, recording data related to aging, vision loss, and mental health, with participants from 78 to 108 years old. The study’s importance is due to the fact that it is one of the longest and largest female-focused longitudinal studies. The Department of Health and Human Services (HHS) has managed the study. If nothing is done about the situation, HHS will close down WHI regional centers in September 2025, with only the WHI Clinical Coordinating Center remaining open until January 2026. The decision to make the cuts was made in the third week of January 2025, with shock waves resounding throughout the community of advocates for women’s health. Experts report that it is too early to definitively determine the impacts of this decision. The study has made strides since its start over three decades ago, unearthing information related to numerous areas, including taking hormones during menopause. The study found that taking hormones does not protect women in menopause from cardiovascular risk, something that the medical community had supported for years. Furthermore, the study found that hormones can tamp down issues associated with menopause. Another major finding from WHI research was that taking vitamin supplements, such as Vitamin D and calcium, can reduce the risk of women developing osteoporosis and cancer. The WHI’s hormonal trials, involving women who have had hysterectomies and those who have not, found that there was no one-size-fits-all formula for prescribing hormone therapies to women. In the case of the hormone trials, the research is responsible for transforming the prescription process, culminating in healthcare savings of $35 billion. Moreover, the WHI has saved $140 on healthcare costs for every research dollar spent. Research funded through this program also found that eating a low-fat diet reduced breast cancer mortality. Many in the women’s health community are disappointed, with some experts stating that the cuts will undo much of the research carried out in the last few decades. Some of the impending impacts include researchers being unable to access data and biorepository samples (blood, urine, and genetic material) to conduct research for other organizations after January 2026. Being cut off from data streams at regional centers will interfere with the WHI’s ability to gain insights about women’s health. Also, if federal officials should reverse their stance on the cuts, this gap in research will make it difficult to bounce back. Overall, advances in preventing heart disease, breast and colorectal cancers, and osteoporosis might be set back if funding is cut off, especially impacting older women. The WHI officials only received this information by word-of-mouth, with the organization expecting to receive formal, written notification later. The mid-April announcement culminated in experts and scientists expressing their discontent with the decision, according to a late April 2025 New York Times article. The report stated that federal officials had switched their position on making the cuts to the program amid the ensuing controversy. As of Thursday, April 24, the HHS restored funding to this program, and thus, there will be no interruption or delay in research. ACOG was among the many groups that expressed their disappointment with the cuts. ACOG is one of the premier professional organizations committed to supporting women’s health. For more information on cuts to the WHI program, visit the ACOG website at acog.org/news. |
AuthorExperienced OBGYN and Medical Director Dr. Audrey Arona Archives
March 2025
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