Prevalence of Antibody to Hepatitis C Virus in Saudi Blood Donors

The prevalence of antibodies to hepatitis C virus (anti-HCV) was retrospectively determined using a second generation enzyme immunoassay in 3868 blood donors from the southern part of Saudi Arabia in an area with high prevalence of hepatitis B virus (HBV) infection. Of 3354 Saudis, 48 (1.43%) were seropositive for anti-HCV. A high prevalence (43 of 204, 21.08%) of anti-HCV was observed among Egyptian donors compared with Saudis (1.43%) and other nationalities (eight of 310, 2.58%). Furthermore, the prevalence of anti-HCV antibodies was observed to increase with age, peaking in the 25 to 34 year age group. From this and other studies conducted in different regions of Saudi Arabia, the prevalence of anti-HCV among Egyptian donors appears to range from 19.2 to 24.5%, and among Saudi donors appears to range from 1.00 to 1.7%, a rate similar to that reported from western countries; this latter rate does not seem to be influenced by the high prevalence of HBV infection in this region

From Clinical Center to Academic Institution: An Example of How to Bring About Educational Change

Background: The usual scenario for change management in the medical education field is an academic institution creating a patient care facility. The opposite change is however rather rare and challenging. There is not much in the medical education literature on experiences of change management that provides sufficient support to readers who are involved in such process of change. Methods: We analyzed the experience of a clinical institution that has changed into an academic one. The methods used were archival analysis and interviews with those involved. The raw data were analyzed using a framework derived from the change management literature. Results: Despite the complex change and the use of a directive change strategy, the change managers׳ strategic thinking and timely use of different change strategies have helped in eliminating the initial change difficulties. The directive change strategy was turned into an advantage that has facilitated quick implementation. Conclusion: A directive change strategy is not always a disadvantageous method leading to chaos in the process of change. The educational change management experience gained by King Saud bin Abdulaziz University for Health Sciences can be considered a model for other clinical institutions changing into academic ones