October 2020
Active Lifestyles
New technology effective inhibitor of breast cancer cells
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Active Lifestyles What’s inside 3 Cover story:
Canady Cold Atmospheric Plasma
5
Dear Dietician
6 OSF Breast Cancern Grant 7 Flourishing communities
On the cover According to the American Cancer Society’s 2020 statistics, in the U.S. alone, an estimated 276,480 new cases of invasive breast cancer are expected to be diagnosed in women, and breast cancer deaths are projected to exceed 42,000. There are more than 3.5 million women in the U.S. currently living with breast cancer.
Canady Cold Atmospheric Plasma provides new insight for potential breast cancer treatment
Associated Press Active Lifestyles
CHICAGO — The Jerome Canady Research Institute for Advanced Biological and Technological Sciences (JCRI-ABTS) in collaboration with U.S. Medical Innovations LLC announced this year that Canady Helios Cold Plasma (CHCP) has been used as an effective inhibitor of cell viability in breast cancer molecular subtypes. JCRI-ABTS recently published in the journal of Clinical Plasma Medicine that in vitro testing demonstrated a 92–99% reduction of viability across seven
breast cancer cell lines 48 hours after treatment with CHCP. The full report about Canady Cold Plasma Conversion System Treatment is at www.sciencedirect.com/science/article/pii/ S2212816620300160?via%3Dihub . According to the American Cancer Society’s 2020 statistics, in the U.S. alone, an estimated 276,480 new cases of invasive breast cancer are expected to be diagnosed in women, and breast cancer deaths are projected to exceed 42,000. There are more than 3.5 million women in the U.S. currently living with breast cancer.
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“We are very excited about the results of this new report, particularly the results pertaining to the triple-negative breast cancer (TNBC) cell lines,” Dr. Jerome Canady said. “TNBC patients do not respond to endocrine therapies or HER2-targeted therapies, such as trastuzumab. Compared to other breast cancer phenotypes, TNBC has a significantly higher rate of death, recurrence and risk of metastatic spread to the lungs, liver and brain, despite adjuvant chemotherapy.” The JCRI-ABTS team has also just completed two additional milestones: The first study demonstrates a 95-100% apoptosis (cell death) of all breast
cancer cell lines.The second study identifies a survival gene for breast cancer after CHCP treatment. Both studies will be submitted for publication this year. As a result of this research, JCRI-ABTS is planning the development of the first plasma immunotherapy drug for solid tumors early next year, followed by animal studies and a phase I clinical trial in humans later next year. JCRI-ABTS and U.S. Medical Innovations are currently conducting the first FDA-approved clinical trial (IDE #190165) to evaluate cold atmospheric plasma (Canady Helios Cold Plasma) for the treatment of stage IV recurrent solid tumors at Rush Uni-
versity Medical Center in Chicago and Sheba Medical Center, in Israel. Visit www.jcri-abts.com to learn more and find out more about the clinical trial. Prior to the phase I clinical trial, human-use of Canady Helios Cold Plasma was limited to FDA-approved Compassionate Use Cases — the most recent case is still tumor-free after 14 months. There have been no adverse events in the IDE clinical trial and compassionate use cases. JCRI-ABTS is a biosafety level 2 translational molecular research laboratory. The Canady Helios Cold Plasma System and treatment protocols were developed by Dr. Jerome Canady, chief executive
officer and chief science officer, and his team, Taisen Zhuang, vice president of research and development, Xiaoqian Cheng, director of plasma research, Saravana Murthy, director of plasma immunotherapy. U.S. Medical Innovations is a private U.S. biomedical device company and wholly owned subsidiary of U.S. Patent Innovations LLC. U.S. Medical Innovations focus is developing advanced innovative affordable plasma and robotic electrosurgical devices and striving to develop innovative devices in the field of plasma technology for the eradication of cancer. Visit www.usmedinnovations. com for more information.
According to the American Cancer Society’s 2020 statistics, in the U.S. alone, an estimated 276,480 new cases of invasive breast cancer are expected to be diagnosed in women, and breast cancer deaths are projected to exceed 42,000. There are more than 3.5 million women in the U.S. currently living with breast cancer.
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Dear Dietitian: Healthy food key for HDL number By Leanne McCrate For Active Lifestyles
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Dear Dietitian, I recently lost 40 pounds to get my cholesterol level down. My low-density lipoprotein cholesterol went from 150 to 117, and I’d like to get it down to 100. I am 70 years old, and the doctor wants me to gain a few pounds. He says if I were to get sick, I would need some extra weight as a safeguard. How McCrate am I supposed to gain weight and get my LDL down at the same time? I am 5 feet 7 inches tall and weigh 135 pounds. Sincerely, Paula Dear Paula, First, I want to congratulate you on your success! You are a dietitian’s dream! You have identified two goals that, at first glance, appear to be opposites. We generally associate high cholesterol with being overweight or with an unhealthy diet. Your doctor is correct in saying that, if you encounter an extended illness, you possibly will lose weight and become malnourished. Malnourishment puts everyone at a disadvantage in recovery, especially those 65 years and older. In case some readers need a review of cholesterol terms, low-density lipoprotein (LDL) often is called “bad” cholesterol, while high-density lipoprotein (HDL) is referred to as “good” cholesterol. The best way to achieve weight gain while lowering your LDL is simply to eat more healthy food. You will need to take in at least 300 extra calories every day. You may choose more fruit, more lean proteins and more whole grains. Continue to eat healthy fats — those that are monounsaturated or polyunsaturated
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Grant helps OSF tackle breast cancer screening, treatment disparities
6 October 2020
Active Lifestyles
OSF HealthCare Saint Anthony’s Health Center Special to Active Lifestyles
ALTON — OSF HealthCare is leveraging what it has learned during the COVID-19 pandemic to improve breast cancer screening among minority and low-income patients. The OSF Health Equity Action Lab (HEAL) and Saint Gabriel Digital Health (SGDH) at the Jump Trading Simulation and Education Center, based in Peoria, will train digitally enabled community health workers to engage with patients in new ways. They’ll use digital tools including text messaging, videos and two-way messaging to help educate and empower patients to engage more in their own health. In turn, that should help improve mammogram rates and lower breast cancer mortality. Dr. Sarah Stewart deRamirez, vice president and chief medical officer for OSF Innovation, said efforts will be funded by a $75,000, one-year grant from the Illinois Health and Hospital Association and Blue Cross-Blue Shield Insurance. “We decided we wanted to take on the disparities we see between rural and urban, between race and ethnicity among our patients and really try to reduce those disparities and bring up the level of both screening mammograms and ultimately life expectancy around individuals diagnosed with breast cancer.” Of the households that OSF HealthCare serves, nearly one-half are low-income and almost one-quarter are below the poverty line. Dr. Stewart deRamirez, who is also an emergency medicine physician, said nationwide that 40% of the population gets a yearly mammogram but for low-income
women older than age 39, it’s closer to 20%. “So depending on how much money you make and the insurance you get, that ultimately determines the rate at which people are able to access mammograms, as well as access treatment and ultimately survive or die from breast cancer,” Dr. Stewart deRamirez explained. The main goal of the grant is to kickstart OSF’s pilot program for a hybrid digital health worker (remote) and community health worker (in-person) model to see the impact on improving breast cancer screening, starting with Peoria and five surrounding rural counties (Fulton, Henry, Knox, Tazewell and Warren). Stewart deRamirez said there is little understanding about the impact of using communication and education tools that patients can access on a smartphone, pad or computer. The results of the research, in collaboration with the Harvard School of Public Health, could also provide insights about prevention approaches for other types of cancer and chronic diseases. OSF’s Abby Lotz, vice president and chief nursing officer for OSF Saint Gabriel Digital Health, agreed it’s important to collect evidence about what works to improve mammogram rates and early treatment for breast cancer. “Do people want to stand and talk to someone at a health fair? Do they want to connect with their digital health worker in their community one-onone? Do they want to connect passively through the health applications or messaging functions?” Lotz asked rhetorically. “And we’ll make sure we’re using all of those approaches to meet them where they are.” Saint Gabriel Digital Health deployed pandemic health workers to digitally support
COVID care for individuals at home. Leaders were pleasantly surprised about people’s willingness to use smartphones or tablets to stay connected with health care providers. “I think that we don’t give each generation enough credit,” Lotz said. “I think technology is so widely adopted, but we need to support that. We need to continually upscale our communities to help them with that adoption, and we want to be the trusted partner to help them do that.” The grant will also support efforts to screen all at risk patients within the OSF HealthCare system for social determinants of health, such as housing and food insecurity or transportation challenges that contribute to lack of access and care. Those who screen positive will be connected to community social service agencies that can provide support and reduce those barriers. Dr. Stewart deRamirez believes technology can be a great equalizer in providing health equity, but key to making an impact is understanding more about the extent people want to connect digitally and the kind of support needed to allow them to do that easily. OSF HealthCare is an integrated health system owned and operated by the Sisters of the Third Order of St. Francis. OSF HealthCare employs more than 23,600 mission partners, or employees, in 147 locations, including 14 hospitals — 10 acute care, four critical access — with 2,097 licensed beds, and two colleges of nursing throughout Illinois and Michigan. The OSF HealthCare physician network employs more than 1,500 primary care, specialists and advanced practice providers, who are part of the OSF Medical Group. OSF HealthCare, through OSF Home Care Services, operates an extensive network of home
health and hospice services. It also owns Pointcore Inc., comprised of health care-related businesses; OSF HealthCare Foundation, the philanthropic arm for the organization; and, OSF Ventures, which provides investment capital for promising health care innovation startups. Jump Simulation, a part of OSF Innovation, is a collaboration between University of Illinois College of Medicine at Peoria and OSF HealthCare. The Jump Center replicates a variety of patient-care settings to ensure novice and seasoned clinicians can practice handling medical situations in a life-like environment. Boasting six floors and 168,000 square feet, the center is one of the largest of its kind and provides space for conferences, anatomic training, virtual reality and innovation. For more information, visit www.jumpsimulation.org. Illinois Health and Hospital Association is dedicated to advocating for Illinois’ more than 200 hospitals and nearly 40 health systems as they serve patients and communities throughout the state. Its mission is to be the trusted voice and resource for members as they care for their communities. More information is available at www.team-iha.org. Blue Cross and Blue Shield of Illinois is committed to expanding access to quality, cost-effective health to as many people as possible in Illinois. It is dedicated to innovation and exploring, nurturing and activating future possibilities to make the health care system work better for its members and communities. It is a division of Health Care Service Corp., a mutual legal reserve company and an independent licensee of the Blue Cross and Blue Shield Association. Learn more at www.bcbsil.com
Our community should flourish, not languish By T.A. Bechel For Active Lifestyles
one another. We want to see our younger generations prosper and innovate, not stunt their growth and leave them a damnable example of leadership. We have the power; we can feel it in our hearts, minds, and souls. In his June 10th, 1963, commencement speech at the American University, John F. Kennedy discussed peace and professed this idea, “What kind of peace do I mean? What kind of peace do we seek? Not a Pax Americana enforced on the world by American weapons of war. Not the peace of the grave or the security of the slave. I am talking about gen-
uine peace, the kind of peace that makes life on earth worth living, the kind that enables men and nations to grow and to hope and to build a better life for their children—not merely peace for Americans but peace for all men and women— not merely peace in our time but peace for all time.” Call me radically optimistic, but as I have said on numerous occasions, I believe we can move forward as a community that can ultimately move forward as a state and nation. As God my witness, I do wholeheartedly believe that. Ty Bechel is the executive director at Amare, a nonprofit 501(C)(3), that is a non-clinical, peer-led recovery community organization that offers recovery support services, education, awareness, guidance and hope to Madison County.
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Active Lifestyles October 2020 7
For five years, I’ve been embedded in our communities. I’ve heard stories of pain, sorrow, struggle, achievement, adversity, and triumph. I have cried, laughed, and shared anger with those I’ve met. As I continue this journey in assisting our communities and mitigating hate and defeated morals, I have determined a foundation that all of us could begin to add to our healing and recovery. Many of us don’t know each other. As much as we dislike to admit it, we arrogantly believe we know what others have experienced or what is best for them. We shout, curse, and are okay with doxing people we disagree with. Change is constant, like many of us know. I believe in the organically driven change with a bit of a designed, synthetic push. We are complicated in biology usually because we don’t fully understand the science, but we are simple in our socially constructed makeup. I can’t agree with riots, burning down buildings, or wishing death on people, especially those in public positions. I don’t believe in excessive force by our police that are sworn protectors of our communities, and I don’t believe in vocal and physical damnation of an entire police force either. I disagree with perpetual war as human lives are lost, but I slightly understand that friction can be messy. Conflict is typically a power struggle of one person or group claiming to know best and wants to subvert that power over their opposition. The Golden Mean, Yin and Yang, and Dualism all perpetuate ideas of balance. I know in my life when things were so far on one side of the scale, insani-
ty ensued. This slightly equates to what we are witnessing ideologically today. We experience fear, we have communities that have suffered long enough, and many of us lack interpersonal communication skills that can lead us into a segregated “sandbox” that allows limited progress to be made. The pain, fear, and concern are real, and working through that and identifying community-based solutions, in Bechel my opinion, should be part of community healing and recovery. The foundation for community change and healing should be in three separate parts that the first 2 take place in us individually and mindfully (this is highly important). Part 1 is where we must be individually open-minded, have patience, and be willing to work with one another. Part 2 is where we follow the 3 L’s: Listen, Learn, and then Love so we can take pen to paper and have a think tank session of strategical planning – don’t underestimate the power of storytelling. Part 3 involves formulating the concrete plan from what we’ve learned from one another by taking action shrouded in love and motivation partially directed by justified anger because we are tired of seeing hate, violence, and sadness that could have been prevented. Some may call this kumbaya; I call this evolution and progress. There are intergenerational cycles that need to be changed, and we can assist in that process. We want to flourish as a community, not languish. We want to laugh and love as a community, not hate and flog