Look Who’s Joined BayCare Medical Group David Belloso, MD | Pediatrics Education: Doctor of Medicine – University of Maryland; Baltimore, Maryland Residency: Pediatrics – Nicklaus Children’s Hospital; Miami, Florida Board Certification: Pediatrics 10141 Big Bend Road, Suite 103 | Riverview | (813) 302-8740
Karena A. Neri, MD | Internal Medicine and Pediatrics Education: Doctor of Medicine – University of Illinois at Chicago, College of Medicine; Chicago, Illinois Residency: Internal Medicine and Pediatrics – University of Minnesota, Minneapolis, Minnesota Board Certifications: Internal Medicine, Pediatrics 3890 Tampa Road, Suite 401 | Palm Harbor | (727) 281-3350
Amy Post-Grady, DO | Palliative Care Education: Doctor of Osteopathic Medicine – Michigan State University College of Osteopathic Medicine; East Lansing, Michigan Residency: Internal Medicine – Lehigh Valley Hospital-Penn State University; Allentown, Pennsylvania Board Certifications: Internal Medicine, Hospice and Palliative Medicine, HIV Specialist 3231 McMullen Booth Road | Safety Harbor | (727) 815-4004 If you’re a primary care physician or a specialist, we have exciting opportunities for you. Whether you’re a new or experienced physician, if you’re looking for a new professional home, consider BayCare Medical Group. To learn about employment opportunities, visit BMGPhysicians.org or contact a recruiter at (813) 586-8154. 19-651622-0219
Contents 6 8
8
Dogs Creating a Difference in Hospitals
10 16
Secrets to Brewing the Perfect Cup of Coffee at Home
4
20
6 Nutrition Fads Explained
Doctor’s Life Tampa Bay
Feature Dogs Creating a Difference in Hospitals
10
Feature The Ins and Outs of Successful Rebranding
14
Feature Medical Directorship Responsibilities and Precautions
16
Feature Secrets to Brewing the Perfect Cup of Coffee at Home
20
The Ins and Outs of Successful Rebranding
From the Publisher
Feature 6 Nutrition Fads Explained
Advertisers BayCare Medical Group 2 Gulfside Healthcare Services 7 Jason Skeldon Artwork 3 JW Marriott 23 Long Ash Cigars 5 The Meridian Club 21 Opes Health 24 PNC Bank 11 Point Grace 19 Rebuilt Meals 17
Issue 1, 2019
From the Publisher
www.doctorslifetampabay.com
W
elcome to Doctor’s Life Magazine! We appreciate your readership and continued support. DLM has been in circulation since 2008. Our goal has always been to provide Tampa Bay physician’s content focused on the current medical news but primarily cover areas targeted on business, legal and lifestyle. Each issue of Doctor's Life Magazine contains a wide array of relevant information for physicians in and out of their practice. DLM publishes articles that highlight leading physicians, a variety of medical, business and legal topics with a focus on lifestyle content for after the white jacket is hung up for the day. Our issues are filled with topics in Wealth Management, Real Estate, Travel, Fitness, Food and Wine, and other areas that promote life outside of the practice.
TAMPA BAY
™
Published by
We are always striving to be better and to stay current on the trends. Our contributors continually search for topics, solutions, and areas of interest in lifestyle to provide articles that are relevant to our readership. The DLM success has been based on our readership feedback which assists our staff in the development of our future content direction. DLM would love your input, suggestions or ideas regarding articles of interest. DLM works with a diverse group of contributors and their opinions are not always the opinion of Doctor’s Life Magazine.
Tampa Headquarters 1208 East Kennedy Blvd. Tampa Fl, 33602 813-867-0916 Group Publisher Ed Suyak publisher@doctorslifetampabay.com
If you would like to become a contributor or receive a media kit for advertising rates, please contact our office by email or phone. (813) 867-0916 or publisher@mashedmediagroup.com
Creative Director Rob Stainback Editorial Director Danielle Topper
Be well,
Associate Publisher CJ Cooper
-Ed
Advertising Account Executive Ryan O’Neil Contributing Writers Linda Ward Nick Hernandez MBA, FACHE
Ed Suyak Group Publisher publisher@doctorslifetampabay.com
Doctor’s Life Magazine’s mission is to provide physicians content and information that may assist in creating a better professional and leisure life. Our focus is to provide articles that can help to better your practice and your lifestyle outside of the white coat. We want to be your source for inspiration and content on living a good life. Doctor’s Life Magazine wants to know about extraordinary physicians and staff, upcoming events, and article ideas or contributors. Please email us if you have an event, idea or know of a doctor making a big difference. We want your suggestions and feedback. For all comments, ideas, advertising inquires or to request a media kit contact publisher@doctorslifetampabay.com. Doctor’s Life Magazine, Tampa Bay does not assume responsibility for advertisements or articles published, nor any representation made therein, nor the quality or deliverability of the products themselves. Reproduction of articles and photographs, in whole or in part, contained herein is prohibited without expressed written consent of the publisher, with the exception of reprinting for news media use. Doctor’s Life Magazine is considered a form of entertainment and should not be deemed as medical, legal or business advice without consulting the appropriate professional regarding the specific subject matter. Printed in the United States of America.
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Doctor’s Life Tampa Bay
Issue 1, 2019
Gulfside Hospice & Pasco Palliative Care is expanding to become
Providing quality, compassionate, expert care in the Tampa Bay area
Introducing our Medical Services Team Back row, left to right: Stephen A. Leedy, MD, MA, HMDC, FAAHP John Bunnell, MD Lisa Barker, MD, HMDC Front row, left to right: Hani El-Abbasi Marla Obara, MD Ed Capone, DO
Hospice Care in Pasco County for late-stage illness at the end of life Lic. 1989 - #5005096
Palliative Care in Pasco and Hillsborough Counties for chronic illness at any stage Lic. 2009
Skilled Home Health coming soon to Pasco, Hernando, Hillsborough and Pinellas Counties To Be Licensed 2019
Gulfside.org
DOGS CREATING A DIFFERENCE
IN HOSPITALS For pediatric patients, being in the hospital can be a frightening, vulnerable and lonely experience, especially for those undergoing serious medical treatments. However, research has shown that dogs, with their playful, comforting and loving nature, can have beneficial, long-lasting effects on pediatric patients.
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Doctor’s Life Tampa Bay
According to Purdue University, interacting with animals in different environments, including hospitals, could improve our physical and mental health, as well as enhance aspects of our daily lives. Here are a few things to know about in-residence dogs and their positive impact on pediatric patients: 1) In-residence dogs are highly trained service dogs that work in healthcare settings and perform specialized tasks. They are also trained to create an emotional connection with pediatric patients, helping to provide them with joy, comfort and other medical benefits. 2) Different from volunteer dogs that visit a hospital for a short time, in-residence dogs have a similar work schedule as their human counterparts, working closely with their handlers. They often have access to non-sterile clinics Issue 1, 2019
and inpatient units. 3) In-residence dogs can be an integral part of a child's treatment team. They perform a range of tasks that help medical teams achieve their clinical goals. Inresidence dogs can be trained to do incredible things like keep kids calm during medical interventions, teach them how to take a pill or model how to put on a hospital gown. 4) In-residence dogs can help lower a pediatric patient's stress and anxiety by serving as a pleasant distraction. Hospital staff report that children who interact with in-residence dogs often require less medication. While in-residence dog programs have potential, they are relatively new. Out of more than 220 children's hospitals in the U.S., only a few have in-residence dog programs. By implementing such programs, hospitals could give more Issue 1, 2019
pediatric patients the opportunity to experience the joy and health benefits that come with in-residence dogs. Dr. Jana Stockwell, a pediatric critical care physician at Children's Healthcare of Atlanta, serves as a handler for an in-residence dog named Tidings. "Our Children's dogs are fulltime employees with a meaningful job to do, and on a daily basis, Tidings helps children be more engaged, encourages them to get out of bed, and even inspires them to tell us about a pet at home that they're missing," she said. "Our in-residence dogs never fail to lift the spirits of kids and adults alike."
Foundation brings dogs to hospitals
To fill this unmet need and further its mission to bring joy to kids battling illness or hunger, the Joy in Childhood Foundation, the independent charitable foundation of Dunkin' and Baskin-
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Robbins, has launched "Dogs for Joy," a program to bring in-residence dogs to children's hospitals nationwide. Dogs in this program are bred and trained as service dogs but "work" fulltime in children's hospitals. Through more than $2 million in initial grants, the program will increase the number of inresidence dog programs in pediatric healthcare settings around the country and the prevalence of animal-assisted therapy as part of treatment. The Joy in Childhood Foundation invites children's hospitals nationwide to apply for a Dog for Joy grant if they're interested in launching a new inresidence dog program or expanding an existing program. Funds awarded cover costs for launching and maintaining an in-residence dog program at a hospital, including adoption of the dog, training of select staff, dog food, dog grooming needs, dog toys and more. Applicants can apply via www.joyinchildhoodfoundation. org/dogsforjoy until March 31, 2019.
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THE INS AND OUTS OF A
SUCCESSFUL REBRANDING Featuring Linda Ward, CEO Gulfside Healthcare Services, formerly Gulfside Hospice & Pasco Palliative Care
T
he decision to revive a business’ presence and commit to a full rebranding process may emerge for various reasons during the lifetime of an established organization. After decades of establishment, the brand of an organization may no longer depict its story. Leadership roles may have fallen into new hands; the organization's brand may need a refreshing in order to remain contemporary and modern; or maybe the customer/client base has expanded and evolved. Despite the subjective driving force behind a rebrand, the overall initiative remains objectively similar. Ensuring the organization's team of employees is excited about the coming changes and informed on the necessary adjustments to follow is a major key for keeping everyone in the organization in agreeance. Assembling a talented, knowledgeable team of project leaders to manage the process facilitates effective, thorough communication throughout the process. Allotting a substantial amount of time to developing the organization's refreshed brand among the community allows the rebrand to properly embrace the new extension and growth of the organization.
• When is the opportune time to initiate a rebranding in your organization? • How can you promote an efficient rebranding process? • What challenges and opportunities can you expect to encounter during a successful rebranding? CONTINUED ON PAGE 12
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Learn from the experts. The leaders of the former Gulfside Hospice & Pasco Palliative Care have expanded the organization to embrace a full continuum of care for the community. Gulfside has acquired a skilled home health division in an effort to offer an increasingly diversified range of services. In accordance with the acquisition of this division, Gulfside has announced its rebrand in becoming Gulfside Healthcare Services, Inc. A multi-tiered, non-profit organization established in the healthcare arena for over 30 years, Gulfside Healthcare Services has built trusted relationships within its community. Refreshing this recognized brand requires a comprehensive rebranding that retains Gulfside's familiar values and trusted presence, while developing a fresh logo that accurately represents the expansion of care options offered. Linda Ward, President and CEO of Gulfside Healthcare Services, weighs in (and out) on a successful rebranding.
What was the driving force behind the rebrand? Why did you decide to rebrand the company now? The driving force occurred because of the diversification efforts that Gulfside has strategically positioned for the future. Since 2004, we have grown significantly in the hospice arena. And in 2009, we added the palliative care division and surpassed market share of hospice. We saw what was occurring with reimbursement and the certificate of need and new providers coming on, and it was apparent to me that we were positioned both financially and operationally to incur a third division that would help us remain a 501(C)(3) community non-profit organization, while growing and adding significant revenue streams to our organization--one being a Medicare-skilled home health entity. With that, we’re able to acquire a four-county home health division that is going to provide another service line to help our organization diversify, serve more people, stay true to our mission of keeping people at home and offer more choice. Because of that business decision, 12
we no longer only provide hospice and palliative care, which then led us into a rebranding, name change and a complete restructure.
How does this rebranding realign the company’s vision and mission statement? Our vision and mission statement are going to stay true to what our mission is right now in that we’re providing individualized care with comfort for people living with various levels of care. What we’ll do is fold the home health entity into the mission statement regarding individualized, compassionate comfort care. But instead of for those living with chronic or life-limiting illness, it would be a continuum of care services that keep people in their home, with the same expert interdisciplinary team. The vision truly continues to remain the same, being the provider of choice for people in need, and being the employer of choice for talented, skilled and creative professionals. The branding and rebranding, restructure and diversification continues to meet our mission.
What are your goals with this rebrand? There are several goals. The first goal is to be able to capture people living at home in need, whether it is for home rehab and skilled care, to prevent further hospitalization, or to help patients rehab and recuperate after hip fractures, heart attacks, cancer, or whatever the conditions may be. Also, our message is to help people understand that we are a family of services. In the future you may have issues with chronic illness or something that is out of control and would like to come to our palliative clinics, and have our board-certified palliative physicians serve you. Maybe you have an illness that is progressing and has gone from chronic to late stage to maybe even end stage, and having been in our family of services for some time, you’re comfortable and trusting of our team and would then be served with our hospice services. The second goal is that from a business perspective, want to remain Doctor’s Life Tampa Bay
a single entity. We don’t intend to be acquired. We do not intend to merge. We intend to stay one non-profit 501(C) (3) serving the Tampa Bay market. So really, a goal is to continue to grow financially, fiscally, operationally, as well as to stabilize. The third goal would be to utilize the success and expertise of our three business lines to prepare us for future diversification and strategic initiatives.
How is this rebrand helpful to your team as well as the community? The team is really excited about it. It was thrilling to announce to 320 employees that they will have more opportunities to grow. Employees will be able to stay at Gulfside if they love it and the culture that we foster, as well as our engagement that we have with each other as employees, as leaders, as team members, as service providers. It’s very clear to our team that we are strong and financially stable in acquiring a home health agency, creating a new division, and growing our company. We’ve had great team response and they’re looking forward to the change. Our entire organization is used to change and they feel proud to be apart of an organization that provides such excellent care and collaboration. The feedback is very positive.
What audience or demographic does this rebrand speak to? The audience changes in that it adds more relationships from a healthcare alliance standpoint, from a business partnership, from a service provision standpoint. We are expanding from Pasco County providing hospice and palliative care, to Hillsborough, Pinellas, Pasco and Hernando with skilled home health. This new service line furthers our ability to reach more constituents, donors, friends, and people in need. Also, those with a philanthropic spirit who wish to donate, leave a bequest or create a memorial of someone served by our organization may do so. Moving beyond Pasco in that respect helps us a lot, as well as forming those alliances with other healthcare entities for the future. Issue 1, 2019
Why does the new brand look the way it does? The new brand looks the way it does, because it’s clean; it’s new; it’s sleek. We thought long and hard about the name. And by adding that third color blue to our palette, this beautiful parent company logo was born. In addition, the new Gulfside Home Health logo was created to accompany the Gulfside Hospice logo and the Gulfside Palliative Care logo. People love it. Kirsty Churchill (Director of Community Relations at Gulfside) developed it. We went through a series of vetting out ideas with our board, and it took a couple months to get something we all felt great about. People have known the name Gulfside throughout the community for years, so it was important to us to hold on to some of that history. We took our transition from Gulfside Hospice & Pasco Palliative Care to Gulfside Healthcare Services, and the brand encompasses our new look. People know our name and that we’re in the healthcare arena, and we are providing this different service line to the community.
What were the major challenges you had to overcome? We have not had ‘major’ challenges, in terms of market reaction and questions. Taking the time we needed to acquire the entity, developing a very strong strategic plan, and assembling a group of project leaders prepared us for the change of ownership. Communication with external and internal customers, employees and volunteers has been vitally important. The process has been going on for 5 to 6 months now. I don’t know if we are going to face challenges, maybe we’ll face some opportunities just based on what kinds of feedback or calls or concerns or questions we have. The challenges and opportunities lied in that we really needed to come up with something that everybody agreed upon; that we all felt comfortable with. For the most part, it went pretty smoothly.
What is the most rewarding aspect of a rebrand? The most rewarding thing about this rebrand is that it stems from success and growth. Being able to keep all our Issue 1, 2019
current and wonderful people in positions provides lots of other opportunities to grow professionally and bring new team members to our platform is rewarding. I started in 2004, we had 30 hospice patients. Today we have 430 hospice patients, and we went from a very benign organization to well known and respected, and it’s because of all of the people that are associated with Gulfside. Another reward is being able to offer more services to the community. In addition, growing our team is really important to me, and having the best talent possible. I know this third business line is going to be phenomenal because we really have the best team, so that’s the reward. Being able to do that and being provided with the trust to push strategic initiatives in front of a board that’s very open to listen to it and then be educated about it, and to support the initiative. It’s just been an amazing 14 and a half years, and I’m really proud of what has been accomplishment here and we’ve just got a great team. That’s a wonderful reward for me.
Finally, do you have anything else you would like to add? I think it’s important to add that physicians trust us. We receive thousands of referrals a year from physicians and healthcare organizations, because they know they’re putting the lives of their patients, who they had for many years, in our hands quite often in the most
Doctor’s Life Tampa Bay
intimate times and the most stressful times of their lives. Those relationships don’t end just because physicians refer their patients to us, there’s a partnership that we maintain with the doctors; with the hospitals; with the home health agencies; with the skilled nursing facilities, and so I see that partnership as really valued, and I think that is part of the success of why Gulfside continues to grow. It’s because the physicians and community understand that they can trust us with the lives of their patients.
Considering each integral part of an organization while undergoing a complete rebrand is crucial for receiving positive market response as well as an increase in the customer/client base. Building trusted relationships within the community, retaining the familiarity of the brand’s presence, preparing the team of employees for what’s to come and executing a strategic plan are each pieces to the foundation of a successful rebrand.
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MEDICAL DIRECTORSHIP
Responsibilities and Precautions By Nick Hernandez
A position as medical director can offer many rewarding opportunities to improve care. The medical director’s time is not meant to be spent on clinical visits or resolving individual problems. Rather, the medical director is expected to take a systems approach to care. On a day-to-day basis, being a medical director requires one to be passionate about excellence, good at meddling, and unafraid to be “under the microscope” and to be political, patient, and persistent. Too often, an excellent physician asked to become a medical director fails because the needed skill set is different. Medical directorship also comes with a myriad of challenges, which any prospective applicant must carefully consider before knocking on the door of opportunity. 14
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A
s healthcare organizations are continuing to pursue physician champions and place them in positions of leadership, physicians around the country are entering into medical director agreements in a variety of settings. While such an arrangement has advantages for the physician, there are also some potential consequences that physicians should be aware of as they carry out the duties specified in these roles. Government regulators and medical boards aggressively enforce their rules where they perceive a violation.
Here are two key items to be aware of before entering into a medical director services agreement: •A ncillary personnel supervision. In short, know how to do what you offer. Medical directorship encompasses many requirements, oftentimes including the supervision of various healthcare providers and ancillary personnel. This is part of the agreement for several reasons such as medical staff bylaws, CMS billing regulations, and boards of directors' oversight stipulations. Failure to provide the appropriate supervision can trigger not only contractual breach notifications, but may also result in allegations of false claims being made to the Medicare or Medicaid programs. Indeed many times governmental regulators seek to hold medical directors accountable for administrative, civil, or criminal damages. •P rofessional liability issues. Medical directorship also comes with potential issues related to professional liability and the physician's medical malpractice coverage. These issues may arise from the execution of duties which the medical director is performing as required by the agreement. Physicians serving as medical directors are often required to review clinical, patient care, and risk management policies and procedures as part of their duties and obligations. As mentioned above, medical directors are frequently obligated to supervise other personnel (e.g. other physicians, nurse practitioners, physician assistants, etc.).
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There have been cases where the plaintiff's allegations of negligence are targeted not only at the healthcare provider and facility, but also at the medical director for failure to provide adequate supervision. Therefore, physicians should not overlook medical malpractice insurance and indemnification provisions that are either not included in their medical director contracts or contain poorly written provisions. Many physicians enter into medical directorship arrangements hoping to "get rich quick" while unsuspectingly jeopardizing their medical license. In 2015, the US Department of Health and Human Services Office of Inspector General (OIG) issued a fraud alert regarding physician compensation. The Fraud Alert reveals that the OIG recently reached settlements with twelve physicians who had entered into separate medical directorship agreements, which, according to the alert, were each deficient in some way. The deficiencies highlighted in the Fraud Alert include payments taking into account the physicians’ volume or value of referrals, payments being inconsistent with fair market value for the services to be performed, and physicians not actually performing the services called for in the agreements. The OIG also claimed that certain arrangements involved an affiliated health care entity improperly paying for the salaries of the physicians’ front office staff, which relieved the physicians of a financial burden which would otherwise have been their responsibility. Medical director services agreements can have unforeseen negative effects on the physicians who serve in these roles. Understanding the duties of the medical director as well as the associated responsibilities and liabilities is paramount. Consequently, those physicians contemplating entering into such an arrangement should have a qualified individual carefully review the document before signing.
Doctor’s Life Tampa Bay
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SECRETS TO BREWING THE PERFECT CUP OF COFFEE AT HOME
A
cup of steaming rich coffee is one of life's simple pleasures, especially if you have some extra time to linger over those roasty aromas and flavors at your favorite coffee shop. The good news is you don't have to be a barista to achieve the same results at home. Apply these expert secrets to unlocking the full potential of your favorite coffee bean to make perfectly balanced yet flavorful java. Even if you elect to try just one or two of these tips, getting your daily caffeine fix will feel more like a special weekend treat.
1. Always go with the freshest beans you 3. Unlock the magic of spices can find
offee connoisseurs will differ as to whether a light roast C or dark tastes best, but all agree on the power of starting with fresh beans. Before you measure and grind, give them a visual inspection. They should be glossy in appearance, keeping in mind that darker roasts give off more sheen than light roast or decaffeinated beans do.
2. Achieve balance with a food scale
s a rule, you'll need 2 tablespoons of ground coffee for A every 6 ounces of water used. However, if you have a food scale, getting into the habit of weighing beans instead of using the scoop ensures more consistent results. As a rule, 2 tablespoons amounts to 10.6 grams; from there, you may adjust up and down slightly until you find the perfect balance that pleases your taste buds. Because freshly ground beans are more flavorful than stale, take care to grind only what's needed per batch.
o curate your cup with unique flavors and aromas, try T adding Simply Organic Pre-Brew Spice Blends, a pre-cut blend of organic spices, to your ground coffee beans before brewing. Whether you opt for the warmth of ginger and clove in Pumpkin Spices or rise and shine with the cinnamon and anise in Awaken Spices, any brewing method makes a perfectly spiced cup free of sugars and additives. To discover methods to create your favorite coffee-shop treat right at home, visit websites like SimplyOrganic.com.
4. Not too hot!
I f you're using a coffee maker, you won't have much control over water temperature. If you're using a French press or pour-over coffee maker, keep in mind that boiling water makes bitter coffee. When you put the kettle on, use a thermometer to make sure the water gets to a range of 195 to 205 degrees Fahrenheit before it makes contact with the ground coffee. Finally, if you're using tap water, consider CONTINUED ON PAGE 18
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filtering it first. Things like chlorine and water softening agents can get in the way of those rich, subtle flavor profiles.
5. Serving up the perfect cup
offee is best when enjoyed freshly brewed. At this point, C you can further customize your cup by adding sweetener and dairy. To achieve a more unique flavor, experiment with honey, agave nectar or even maple syrup. To create a latte at home, you don't need an espresso machine to make frothed milk. Everyday kitchen tools like a blender, a whisk or a mixer can help you achieve the thick, foamy texture you love.
6. Share a cup with friends and family
offee with family and friend is like capturing happiness in C a cup. The idea that our favorite indulgences might actually be good for us is a long-standing and beloved narrative. It’s why people adore stories about centenarians who attribute their longevity to a daily glass of whiskey, or the idea that cheese is what makes French people slim.
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In 2016 The World Health Organization changed their view after Twenty-five years of classifying coffee as a possible carcinogen leading to bladder cancer. The (WHO) cancer research arm reversed course, saying that coffee is not classifiable as a carcinogen.
In every coffee bean, rich and complex flavors await. Put these tips into practice and you'll soon be sipping your way to bliss.
Doctor’s Life Tampa Bay
Issue 1, 2019
Ad
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One Heart Magazine
www.heartbeatsaveslives.org
6 NUTRITION FADS
d e n i a l Exp B
na, Ph.D.
By Nicole Ave
and wellness options available
elow, Dr. Nicole Avena, assistant professor of neuroscience at Mount Sinai School of Medicine and visiting professor of health psychology at Princeton University, explains six popular nutrition trends including sustainable snacks, new plant-based milks, prebiotics and probiotics and the latest on gummy supplements vs. traditional vitamins:
today can be confusing for
1. W hen it comes to a caffeine buzz, choose matcha over coffee.
The expanded variety of health
consumers who are trying to learn all they can to make the most informed, healthy choices for themselves and their families.
A premium green tea powder from Japan, matcha is used for drinking as tea or as an ingredient in recipes. While coffee and matcha have about the same amount of caffeine, matcha packs lots of great antioxidants. Check the label to make sure it has been tested for heavy metals, as some matcha can contain lead from the soil where it was grown.
2. Shelf-stable
probiotics have some advantages over refrigerated. Only two strains of probiotics are shelf-stable, CONTINUED ON PAGE 22
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Imagine a private island with a spectacular two-mile, white sand beach and the only footprints are yours. Such a place really exists. Just 13 beachfront units and several private rental homes. No cars, no crowds, no hassles. It will win your heart.
Elegant cuisine and as much or as little as you want to do. Daily Snorkeling Trips Bone, Reef, Deep Sea Fishing Off-Island Excursions New Spa Services
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CONTINUED FROM PAGE 20
whereas different and diverse strains can be present in refrigerated probiotics. But, shelf-stable probiotics have the advantage that they can be used in other food products, like granolas, butter, soups, etc. Just don't mess with the packaging or open blister packs until you want to use them, as they are packed for preservation. Dead probiotics won't harm you, but they don't have any health benefits either. Remember there are different probiotic strains for different issues: i.e., you don't want to take a digestive or immunity probiotic for vaginal health issues. Instead, try Pro-B as it contains two strains of lactobacilli, which are optimal to promote vaginal health.
3. Algae oil trumps fish oil and olive oil.
Algae oil is vegetarian and a source of omega-3s and DHA (good fats to support brain health). Algae oil is safe to use in pregnancy (when eating too
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much fish can be harmful because of mercury) and is heart healthy (studies show it lowers cholesterol and triglycerides). It also has more monounsaturated fat than olive oil.
4. Cow's milk is healthier than almond
milk. Despite its popularity, almond milk often has less than 2 percent actual almonds in it, has a lot of added sugar, and is not necessarily better for the environment because it takes five liters of water to grow one almond.
5. 1000 mcg's of Folate with vitamin D and calcium is essential in a prenatal vitamin. The nutrients in your prenatal vitamins are crucial pre- and postpartum, especially if you are breastfeeding.
6. Gummy vitamins are just as effective as pills and chewables. The best way to get needed nutrients is through
Doctor’s Life Tampa Bay
food, but, people don't always have eating habits that provide them with all the nutrition they need. Others have deficiencies that diet alone can't resolve. Supplements can fill the gap, but people are more likely to take their supplements regularly if they taste good and they're convenient. Pills require a liquid to take them with; they're not tasty and sometimes leave an unpleasant aftertaste! Gummies can be a good option, and clinical tests show that their absorption is equivalent or better than traditional vitamin pills. vitafusion offers more than 30 types of gummy vitamins, with no artificial flavors, high fructose corn syrup, gluten or dairy.
Nicole Avena, Ph.D., is a research neuroscientist and pioneer in the field of food and nutrition. She is also the author of What to Eat When You're Pregnant.
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AFRICA
ASIA
EUROPE
LATIN AMERICA
MIDDLE EAST
NORTH AMERICA
&