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Saturday, March 05, 2016
SİNOP PİDESİ
Sunday, December 20, 2015
Data Never Sleeps Among the Last 5 Years
Monday, December 14, 2015
The Ethics of Prescribing Worthless Treatments
Of course, when it comes to treating patients with painful, life-threatening diseases, the goal of our care should be to lessen suffering, regardless of where such relief originates. A few months after Ms. W left the hospital, I learned that she had died, and the news hit me hard. I thought back to her treatment under our care and hoped that even among the misery, we had eased her suffering through our therapies—“alternative” or not.
New London Underground map shows how expensive it is to rent stop-by-stop
The 10 most expensive places to live in London
London Underground Rent Map Victoria Line (North) Photo: thrillist.com
- Hyde Park Corner - £2,920
- Knightsbridge - £2,832
- Green Park - £2,384
- Bond Street - £2,276
- Oxford Circus - £2,260
- Piccadilly Circus - £2,256
- Canon Street - £2,156
- Regent's Park - £2,136
- Monument - £2,128
- Bank - £2,128
The 10 least expensive places to live in London
London Underground Rent Map - Piccadilly Line - WEST Photo: thrillist.com
- Hatton Cross - £324
- Redbridge - £488
- South Ruislip - £552
- Ruislip Gardens - £552
- Elm Park - £552
- Croxley - £680
- Upton Park - £692
- Hounslow West - £732
- Ruislip Manor - £732
- Barkingside - £736
The London rent crisis is nicely summed up by the map, which shows just how far out you have to live if you are not earning much money. This has actually caused a job crisis - entry-level workers are being priced out of the capital because of soaring rents.
This has meant that employers are having a tough time finding workers for lower-paid jobs.
Connections are powerful: The industry strives for it. Providers need it. We all deserve it.
Connections are powerful because they unite us, teach us and help us accomplish more than we can achieve alone. Connections drive health and care, and our health system is only as strong as the ties that bind it.
From personal relationships to interoperability, health care relies on connections for information, guidance and healing. We need care teams that connect interactions with providers and insights throughout the continuum of care, empower us to take control of our health, and help us stay connected on a path to wellness. We need providers with complete access to our unique health histories and profiles to treat us as individuals, tailoring a health plan and treatments to our needs. We need systems that communicate seamlessly, piecing disparate data into full health stories and serving as evidence-based allies to the human art of medicine. We need family and friends that encourage us to achieve our health goals, then celebrate with us when we do.
Monday, November 02, 2015
After surprising election results, Turkey's authoritarian trend looks like it's getting even worse
by Michael Koplow on Nov 2, 2015, 10:42 AM
I need some time to absorb Turkey's election results and think about them more thoroughly, but a few brief points in the immediate aftermath.
I certainly will not pretend to have foreseen this result. Had someone predicted to me yesterday that the AKP would replicate its 2011 parliamentary victory, I would have laughed at the idea and dismissed the person as naive or a Turkey neophyte.
I know of no serious Turkey analyst, either Turkish or otherwise, who saw this coming, and the polling whiffed entirely, so both I and everyone else need to figure out where the gap is between the polling/analysis and actual results.
I will, however, take credit for writing on the day after the previous election that it was not a loss for the AKP, that Erdoğan was still going to control the direction in which Turkey moved, and for doubting the analysis of a liberal wave or new era in Turkish politics. At least I got something right!
Assuming that these results are accurate — and I’ll get to why that may be a question in a minute — Erdoğan and the AKP’s strategy has been vindicated beautifully. After the June 7 election, Erdoğan took the gamble that introducing some instability into the system, linking the HDP to the PKK and Kurdish terrorism, turning even more nationalist and polarizing, and arguing that not handing the AKP a parliamentary majority was a recipe for further chaos, would all result in a second election that would net the AKP a larger vote share.
A lot of people, including me, thought that this strategy spun out of the AKP’s grasp and that the AKP would end up either in the same spot or even lose some ground given the violent clashes between the army and the PKK, terrorist attacks inside Turkey that were almost certainly carried out by ISIS, the introduction of Russia into the Syrian civil war in a direct way and on Assad’s side, and an economy that is not improving.
As has been the case repeatedly over the last decade and a half, Erdoğan’s political instincts are better than everyone else’s, and while the preliminary results do not have him getting the supermajority he has so craved in order to install his beloved presidential system, the AKP is back to a majority of seats in parliament.
How does something like this happen? After everything that has gone on in Turkey over the past five months, how is it possible that the AKP increased its vote share in every single city? How is it possible that the AKP is only a few seats short of its 2011 victory despite a worse economy, a foreign policy that has blown up, terrorist attacks in Turkey’s streets, renewed fighting with the PKK, and far greater political polarization?
Looking at the results that have been released, the AKP has picked up seats from the nationalist MHP and from the Kurdish HDP, and turnout overall is up. That says to me that the nationalist positioning worked exactly as it was supposed to, since nationalist voters figured that they may as well vote for the suddenly ultra-nationalist party that will be the largest party rather than the ultra-nationalist party that will come in third.
In terms of the loss of vote share for the HDP, it’s probably a combination of the AKP’s constant allegations tying the HDP to the PKK and some HDP voters getting fed up with the system since the HDP’s historic success in June did not translate into any increased power for the party or an increased voice for Kurds, and some of the voters who cast their ballots for the HDP last time but are usual AKP voters returning to the AKP fold.
People who pay attention to Turkish politics spend a lot of time reading the Turkish press online and conversing with each other on social media. But the vast majority of Turkish voters get their information from Turkish television, and last week’s seizure of Koza Ipek television stations reinforces that if you get your news from Turkish television, you are getting a relentless pro-government message.
So in hindsight, it is easy to see how the AKP’s message that instability was the result of not giving the AKP a majority in June and that the only way to restore things was to correct course — while drowning out every alternative argument to the contrary — could have produced the desired result.
Of course, there is also another possibility, which is that what seems to be impossible actually is impossible.
As of this writing, the AKP has received an additional 4.8 million votes over what it received in June. I’m an Occam’s Razor kind of guy, and quite frankly, the prospect of the AKP doing so much better five months later despite things being so much worse seems like it should be statistically impossible.
The central elections website was down during critical hours after the vote, votes were counted hours faster than they were last time, the ban on broadcasting results was lifted before it was supposed to … I’m not in a position to make accusations of fraud, but there is definitely some unusual stuff going on.
The bottom line, however, is that even if there turns out to be nothing irregular at all about the actual vote tally, the facts are that the AKP spent five months harassing opposition politicians, arresting opposition journalists, shutting down television stations and newspapers, accusing the HDP of supporting terrorism, and warning the entire country that the instability that has wracked the country would look like child’s play if the AKP were not handed a majority this time.
Whatever you want to call the sum total of those tactics, they do not make for a free and fair election.
Welcome to the era of competitive authoritarianism, Turkey
Saturday, October 03, 2015
BEYAZ 'SARAY' EV
Friday, August 21, 2015
What Is The Future Impact of Population Health Management?
"Awareness of a problem does not mean much, particularly when you have special interests and self-serving institutions in play.” - Nassim Nicholas Taleb
The term population health is how new medicine should be able to identify a population and predicting what their health needs may be via constant intervention to improve health in a better healthcare system environment. The idea is to produce a healthcare service which does not start and finish at the hospital door, although intertwines all aspects of community and primary care.
We utilize enterprise level platform systems within structured optimization services settings. From a non technical perspective these often presented as systems which is able to integrate data (weight maintenance, exercise regimes, etc.) from a variety of sources. These sources may be primary care, secondary care and even information gained from patient web portals that the patient can enter remotely in order to create an observational study of the same variables over long periods of time to gather holistic patient record. We then apply the findings to algorithms to the record to identify those at risk of disease and subsequently alert the physician – rather like a very sophisticated early warning score which we all are familiar with. This approach required the necessity of a role as health coach within the optimization services setting – someone who is able to keep an eye on a patient’s EHR and help to make behavioral changes when the system shows that someone is going off track and is therefore at risk of representing to hospital.
We often utilize the records of weight, diet and exercise which the health coach able to tell from the weight readings by the home scales. Once they are automatically synced to the health record we track that the patient was putting on weight. As the projected next level we apply the data to a model of chronic disease; asthma, cardiovascular disease, chronic pain, COPD, diabetes, glaucoma, multiple sclerosis, and stroke. The data will help patients to feel more empowered about the management of their condition. Neurologists or clinical nurse specialists could use this tool to manage the patient’s condition from home, to treat relapses, or even more importantly to predict them, and therefore ensure early treatment with DMT/immunosuppressant and perhaps enrolment in appropriate clinical trials.
Moving Forward Technology is necessary but changing behavior is really hard. We are where we are, and getting to where we must be will take time. Provider systems are designed to get the results they get under a heavy fee-for-service influence. Currently most providers are ill equipped to provide population-based care or manage risk. Health plan systems are designed to perform the tasks they do while fee-for-service has strongly powering them as well. Core administrative systems and processes are ill equipped to support population-based care. Regulatory environment evolved from a policy point of view that ‘more-is-better’ and competition ‘is essential’ to reduce costs . Anti-trust barriers to physician integration such as Stark Law is an obstacle.
Positive program outcomes within population health technology
- Acquire data from all sources (Medicaid Claims, EHR Clinical, etc.)
- Bring insight to providers similar to dashboards
- Develop and deploy predictive algorithms
- Drive strategy for resource allocation and clinical program implementation
- Collect Supporting Data
- DHA provider outreach and care coordination
- Deploy programs and services to providers and the communities
- EMR training and support
- Pre-diabetes/diabetes screenings
- Maternal health initiatives (Parents as Teachers, Parent Educators)
- Readmission prevention (Health Coaches)
- Digitization of clinical records in the Delta
An Example of a Process Flow - Predictive algorithm for pre-term births:
- Mine the Data
- Number of providers capture semi-annual or annual data.
- Note the trend towards common clinical features
- Calculate weighting Apply regression model or machine learning.
- Define the high-risk factors
- Maternal age Multiple pregnancies or short intervals between Anxiety or depression Smoking Race Vaginal infections High cholesterol Asthma Chronic and gestational diabetes.
- Validate the algorithm
- Study subpopulation of pre-term births and trends.
- Ascribe score to a patient
- For subsequent pre-term births Establish threshold for action/intervention.
Creating Shared Goals & Initiatives...
What we know is the initial key in order to make a greater impact on Population Health. Therefore we needed to segment our patients into key focused groups. Also identify gaps in the care planning process rather than anecdotal case findings. Assess root cause to readmissions more timely. As the next step identify what we have such as: Pieces of internal data (demographic, clinical data, medication); historical Data; foundations for Transitions of Care, cross continuum collaboration. Then we have to focus on where we need to go by starting with risk stratification. Continue with acknowledging method to track care processes in order to drive improvement around interdisciplinary team processes. Recognizing the value in data analytics, flags, workflow design, automation, and dashboards will improve provisioning of data for cross continuum care partners and enhance post hospital follow up. Finally how do we get therewhich must fundamentally change how care is delivered. We have to move from a primary focus on volume: Full census; busy MRI; booked OR; hips, knees, tests, procedures… We have to move to a greater emphasis on value: care that measures up to best systems on cost and quality metrics; patients who are engaged in their healthcare; providing the right care at the right time to the right patient.
At the end Population Health at its core is the merger of financing and the delivery of healthcare. "Patient engagement" is a broad concept that combines patient activation with interventions designed to increase activation and promote positive patient behavior where EHRs are becoming commodity platforms. The winner will be the EHR vendor that provides the best platform for innovation – the most open and most extensible platform.
Foundations for the Next Decade
As the main goal monitor and improve quality to measure and achieve quality targets; providers need the ability to integrate EBM, document processes, monitor and report on quality markers.
Coordinate care and engage patients to effectively decrease costs and keep patients well, clinical data must be fluid, usable and have consumer accountability. Since payor decisions will be made across large populations, providers must have the ability to generate population-level reports and analytics as accurately as possible.
EMR vendors must be able to understand how each provider is delivering care and manage the payment distribution to incent the correct outcomes. Unlocking the full potential of the digital age in health care will require access to an efficient use of the population management data.
Sunday, July 26, 2015
5 pitfalls to avoid in managing the cultural aspect of health system integration
By Igor Belokrinitsky and Chase McCann, Strategy& | March 05, 2015
These days it seems every health system is in the middle of a transformation — be it buying, selling or trying to integrate the assets it has amassed over time. Being in the business of transformation, this means we find ourselves invariably and repeatedly answering the question, "What are the big stumbling blocks to avoid?"
Without fail, our answer will include some version of, "Don't underestimate the power of culture." It’s common wisdom, usually met with wizened nods and tales of past battles hard fought and lost. Then an awkward admission that, "We should have done more, but what?"
To quote Mark Twain, "Everyone talks about the weather, but nobody does anything about it."
Luckily, there's plenty to be done. Below we have listed five common traps we have observed — along with some suggestions on how to avoid them.
1. Blaming the culture. Why do transformations fail to achieve their objectives? One of the oldest tropes we hear is, "Our culture is one of our greatest strengths, and our greatest barrier to change." For example, "family-like" culture is blamed for not holding weak performers accountable or "mission-driven, community-oriented" culture is blamed for allowing sub-scale, low-quality service lines to persist. The real story is often quite different — and points to a lack of clear objectives, lines of accountability and the will to make tough choices.
Where to start: Make the culture your ally. Use the deeply embedded, self-reinforcing behaviors, beliefs and mindsets that determine "how we do things around here" in order to change the conversation. No one cultural trait is ever all good or all bad, so emphasize the good. For example, a "family-like" culture is all about creating a supportive environment — but a strong family is also honest with its members and knows when to deploy a little "tough love."
2. Leaving the strategy on the shelf. Many health systems have thoughtful, aspirational, community-focused and mission-driven strategies. Unfortunately, some of these organizations have not taken the next step of translating that strategy into changes in how work actually gets done day in and day out. If we are now a "population health" system, how does this change the job description of a nurse? Until the implications are thought through, the strategy will stay on paper.
Where to start: Translate the strategic objectives into what actually needs to be done differently. A good first step is for senior executives to pick a few implications for themselves and how they lead to model the future in a visible way.
3. Being unclear in setting new behavioral expectations.Most organizations aspire to be more patient-centric, population-minded or quality-oriented. Defining processes and standards that get you there is straightforward. Where many fail is driving adoption of the behaviors that bring those processes, policies or standards to life. The common wisdom is to be very prescriptive about how you want individuals to behave every step of the way. In reality, when push comes to shove, no one will remember the memo — and everyone will revert to their tried and true pattern of behavior. The key to driving behavior change is to pick a few critical, shared behaviors that really matter. Well-chosen behaviors are easy to internalize, they're recognizable by others and they're easy to imitate.
Where to start: Identify a few key behaviors, three or four, that are emblematic of the larger change you're trying to drive. Focus on successfully adopting these, and then come back to add more.
4. Talking past one another. The healthcare industry is already prone to jargon, and recent developments have only made the situation worse. It is hard to find a healthcare executive who does not talk about "population health," "patient experience," and "value-based care" — and don't even get us started on "disruptive innovation." Yet, very few organizations have defined what these things mean — or found a way to measure them in ways that are meaningful and relevant to their customers, such as consumers and employers. Without clarity around key terms, it is hard to have meaningful conversations, articulate a compelling and concrete future staff vision, or create effective incentives.
Where to start: Pare down the jargon and pick a few key ideas that are a clear part of your strategy. Communicate them in plain language and explain what they actually mean. (By the way, the irony of consultants recommending that you use simple English is not lost on us).
5. Leaving the hard conversations until the end. Several conversations in healthcare are an equivalent of a third, electrified rail. Try asking physicians to improve their productivity and reduce the variability in their clinical practices. Try asking hospital leaders to give up a sub-scale service line to another facility in the system. Try asking everyone to get a flu shot.
The temptation is to put these conversations off for as long as possible. And yet, delaying these necessary conversations means trying to transform a health system with one hand tied behind your back. The most effective transformations are physician-led and nurse-led. Engaging them in the proverbial "sausage making" and starting a dialogue is crucial. Building physician and nurse alignment is a step that should be taken early — and often.
Where to start: Identify and start a conversation with the physicians, employed or aligned, as well as nurses, who are seen as authentic informal leaders. These individuals are unique in their willingness and ability to, with or without formal authority, motivate and influence others.
Igor Belokrinitsky is a Strategy& partner based in San Francisco and Chase McCann is a Strategy& principal in New York.
http://www.beckershospitalreview.com
Thursday, July 16, 2015
2015 Most Wired Hospitals
Hospitals and health systems on the 2015 Most Wired list are pushing beyond meaningful use and optimizing their systems to improve performance and patient care.
The Most Wired List: http://m.healthcareitnews.com/news/see-which-hospitals-made-2015-most-wired-list |
After more than a decade of building the foundational elements of a digitized health care environment, and billions of dollars in federal and private sector spending, hospitals and health systems are tapping into the power of the bits and bytes they’ve been collecting. This coincides not only with the requirement to meet federal standards for meaningful use of health information technology, but also the push toward value-based payments, population health management and cost-efficiency.
Optimize. It’s not a super sexy word. It sounds more like a command Tony Stark would bark at his computerized helper Jarvis to get the Mark 45 Iron Man suit ready for battle. With apologies to the genius/billionaire/playboy/philanthropist, optimization is actually the mantra for today’s real-life health information virtuoso.
As evidenced by data collected over the 17-year history of Health Care’s Most Wired Survey, hospitals and health systems have continually ratcheted up their use of cornerstone IT applications. For instance, 95 percent of the 2015 Most Wired hospitals have standing, evidence-based electronic order sets built into their CPOE systems. That’s up from 79 percent in 2010. Since 2008, the percentage of Most Wired organizations that have a compliance-driven alert system for Centers for Medicare & Medicaid Services key indicators leapt from 50 percent to 79 percent in 2015.
While work still needs to be done to bring implementation of these types of applications to 100 percent — and sustain their use over time — leaders at Most Wired hospitals are not merely resting on their laurels waiting to install the next gadget; they are using data to drive clinical improvement and shape strategy.
“Through implementation of our Epic system, we’ve been able to elevate the use of real-time information at the bedside,” says Paula Smith, senior vice president and chief information officer, Oakwood Healthcare, Dearborn, Mich. “We consolidated multiple, disparate systems into a single database that has provided more streamlined documentation of care delivery at every transition-of-care event.”
Records from emergency department visits, for instance, are instantly available to caregivers at the receiving inpatient unit. This, Smith says, accelerates quality care because the clinicians are prepared in advance of the patient’s arrival.
Organizations on the 2015 Most Wired list are extending the use of IT systems outside the hospital’s four walls, including connecting directly with patients. In fact, improvement in patient engagement — in its many forms — stands out in this year’s survey. More than two-thirds of the Most Wired extend the care environment to the patient and family via the Internet, providing education about his or her condition and allowing for e-visits with the care team, among other things. This dovetails nicely with efforts to improve population health.
At MetroHealth System, an automated screening and alert system led to a 15-fold increase in screening and 23 percent increase in diagnosis for depression between 2011 and 2014. There was a 25 percent increase in adolescent immunizations during the same period, largely a result of automated messaging to parents. And, importantly, between 2011 and 2012, a 15 percent increase in patients scheduling and completing referrals 30 days after discharge, reports David Kaelber, M.D., chief medical informatics officer for the Cleveland-based health system. All of these efforts are ongoing.
The engaged patient:
Part of the emphasis on patient engagement can certainly be traced to meaningful use regulations. In Stage 2 and the proposed rule for Stage 3, the Centers for Medicare & Medicaid Services places an emphasis on ensuring that patients can access their health records and become more connected with their providers. Stage 2 requires hospitals to show that 5 percent of all discharged patients have viewed, downloaded or transmitted their health information to a third party.
Of course, making records available is one thing, getting patients to participate online is something else entirely. At Citizens Memorial Hospital, Bolivar, Mo., staff called patients during the 90-day attestation period to get them to sign up for the patient portal and use secure messaging, says Chief Information Officer Denni McColm.
“We had to do some crazy things,” she explains. “If you signed up for the portal and sent a secure message, you were entered into a contest to win an iPad or a TV. We had one staff person in particular who would call up patients and say, ‘I saw you were at the doctor’s. I wanted to see how you were doing. Why don’t you get on the portal and let me walk you through it.’ And she would get them signed up.”
Most of those patients remain active users of the portal, McColm says.
To a certain degree, engaging patients online is a question of value, says Michael McCoy, M.D., chief health information officer, Office of the National Coordinator for Health IT. Is there enough information and meaningful interaction with providers to entice a patient to regularly visit a portal and become engaged?
“From my perspective, hospitals are missing the mark,” he says. “They complain about the number of [meaningful use] measures, rather than finding ways for doctors to be more proactive and responsive.”
While she contends that the regulations are too burdensome, Chantal Worzala, director of policy at the American Hospital Association, agrees that portal usage ultimately will increase as the sites become more user-friendly and useful. She says it’s encouraging to see in the Most Wired data that hospitals are going beyond meaningful use requirements to find ways of promoting patient engagement. For instance, 63 percent of Most Wired hospitals offer self-management for chronic conditions through the patient portal. And, 67 percent can incorporate patient-generated data through the portal, an important point since proposed Stage 3 regulations would require that hospital EHRs ingest patient-generated data from nonclinical settings for more than 15 percent of unique patients.
Worzala says there are still significant hurdles to marrying patient-generated data with an EHR, not the least of which is standards. McCoy adds that physicians are rightfully concerned about “being overloaded with noise.” It will be important going forward to figure out what information is truly useful to clinicians.
To that end, Worzala says the federal government needs to slow down on the regulator front.
“This is an opportune time to build on the tremendous investment in EHRs over the past few years,” she says. “We have so much interesting technology, let’s allow providers to figure out what the best uses are for providing care.”
Most wireless:
As with nearly everything in society, mobile technology is another part of the puzzle. The key is finding ways to connect with patients on their terms.
“I was surprised to see the high level of usage on mobile devices,” says Russ Branzell, president and CEO of the College of Healthcare Information Management Executives, H&HN’s partner in the Most Wired project. “We are seeing that mobility is an expectation in all parts of a consumer’s life. They’ll demand that from a patient engagement standpoint.”
Among Most Wired hospitals, 89 percent allow patients to access the portal via a mobile app, up from just 58 percent last year. Even among all respondents, there was a huge jump — 47 to 79 percent. Additionally, 63 percent of Most Wired organizations enable secure messaging, up from 40 percent in 2014. And 50 percent provide a mobile app for a personal health record, compared with 32 percent a year ago.
Looking more broadly, the field is challenged by the interoperability dilemma and the ability to exchange data across the continuum. As long as that challenge remains, it will be difficult for hospitals to fully move toward accountable care and value-based delivery.
“When you are at [financial] risk as a hospital, you want other providers who are caring for your patients to have the data,” says McCoy. “You want to ensure that patients are getting the right care at the right time.”
Part of the problem is that the payment system hasn’t caught up with the practice of more integrated care, says Branzell, who is quick to add that once incentives are aligned, hospitals need to be prepared to change lanes.
“Hospital leaders have to be ready because there’s a growing appetite to move away from fee for service,” he says.
2015 Most Wired Hospitals: Building a Foundation to Grow
More than a decade ago, leaders at Citizens Memorial Hospital took the bold step to invest mightily in information technology. Recall that those were the nascent days of health IT. The Office of the National Coordinator for Health IT didn't come into existence until 2004.
Still, across the industry, people were beginning to visualize how automated and digitized systems could streamline workflow and improve patient care. The board and executive team at the 89-bed rural hospital in Bolivar, Mo., were no different. In 2002–2003, they invested $6 million — roughly 12 percent of the organization's $50 million operating budget — on a health IT system.
“It was as much as we had spent on any building at that time,” says Denni McColm, CMH's chief information officer. “We had long discussions about the false sense of security that people had that their doctors knew everything about them. At that time, a patient's paper medical records could have been spread across 33 different locations so, of course, doctors had to redo tests.”
The significant capital investment coincided with a strategic plan to focus on the CMH brand. The hospital had been acquiring and affiliating with clinics and other providers. It was time to start acting like one organization, McColm says.
Flash forward to 2015: CMH is doing more than acting like one organization, it is using health IT as the underpinning to grow and drive care coordination across its market.
For instance, when CMH added a sixth long-term care facility to its portfolio in 2011, there was no hesitation in expanding the necessary infrastructure to ensure the flow of patient records.
“We administer a lot of medications to those 500 residents,” McColm says of the six long-term care facilities. “When we discharge a patient, we don't have to send the paper record. We just send the patient, because the record is all together” and available electronically.
CMH is also showing positive results in utilizing IT to improve population health. Through two years of a medical home program, IT is being used in 12 rural health clinics to help case managers improve care. They've seen significant improvement in care for people with diabetes, including a 7 percent climb in patients whose A1C is less than 8 percent; an 11 percent increase in females getting a mammogram; and a 10 percent increase in patients getting a colorectal cancer screening.
“IT is part of the foundation to grow and meet the needs of the community,” McColm says.
How Can YOU Become One of Health Care's Most Wired?
For the 17th year, H&HN has named the Most Wired Hospitals and Health Systems based on the Most Wired Survey. The 2015 survey results build on the analytic structure that was implemented in 2010 after two years of redesign. The methodology sets specific requirements in each of four focus areas. If any of these requirements are not met, the organization does not achieve the Most Wired designation. Thus, an organization may have many advanced capabilities, yet not achieve Most Wired status. The four focus areas are: (1) infrastructure; (2) business and administrative management; (3) clinical quality and safety (inpatient/outpatient hospital); and (4) clinical integration (ambulatory/physician/patient/community).
This year, there were additional requirements, many related to meaningful use Stage 2:
- identity management and access controls
- CPOE for medication, lab and radiology orders
- use of assistive technology for five “rights” with point-of-care medication administration systems
- clinical decision support-enabled drug formulary check and high-priority hospital condition
- medication reconciliation
- electronic identification of patient-specific educational resources
- EHR-generated listing of patients for quality improvement
- patient portal functionality for access to health information
- summary care record for transitions of care
This year, 741 hospitals and health systems completed the survey, representing more than 2,213 hospitals — more than 39 percent of all U.S. hospitals. The number of hospitals and health systems designated as Most Wired is 338 organizations, down
10 percent from last year due to additional requirements. H&HN uses the same criteria to name the Most Improved and the Most Wired–Small and Rural.
From a set of separately submitted essays, a panel of hospital and information technology leaders identifies noteworthy IT projects and names the Innovator Award winners and finalists. IT projects are evaluated on achievement of business objective, creativity and uniqueness of concept, scope of solution and impact on the organization.
A Flowchart for Choosing Your Religion
Looking for a JOB - How to Be the Next Hire
Being flexible, creative and adaptable in today’s economy is the cornerstone to survival. The job search is no different and, with unemployment rising, requires just as much vigilance. One way you can keep your options open and make yourself even more marketable is by considering Consulting in addition to your quest for full-time employment. Often perceived as an “either-or” scenario, Consulting offers you just as many benefits as it does your “would be” employer:
Track record of Fixing Problems?
Career wise, people typically fall into one of two categories: those who thrive on problem solving and the prospect of a new challenge –or- someone who is exceptionally good at steering the ship once it is on course. If the thought of fixing something that is broken appeals to you (versus has you thinking about reaching for the Tylenol), then Consulting might be an avenue to explore.
A More Flexible Interview
Quite often, what a company needs is someone to tackle a specific problem, not a new full-time employee. Identifying this in the interview and being able to present yourself as the solution to their problem (at a lower cost), can ultimately create a job tailor made for you and your skill set. No one can compete against that.
Dating Before Marriage
A consulting engagement can give you the opportunity to see if this company is a nice place to visit or a great place to live. The only thing worse than a prolonged job search, is ending up in a position that results in you being unemployed again in 6-12 months. Consulting lets you do more due diligence than you could ever accomplish in an interview.
“Consulting” on Your Resume
To many recruiters, seeing “consulting” as your current role without any clients/engagements is just a way to dress up being out of work. But, with a list of key accomplishments at those engagements, you show that you are in demand, have more control over your search and are broadening your experience. The latter is extremely important if you are looking to transition industries.
Change Agent
For companies looking to make some sort of change internally (and you should like this if you have a track record of fixing problems), consulting is a more preferred approach versus hiring a permanent employee. It is much easier to come in as a consultant, effect the course correction and then hand it off to the internal leadership.
Money
Besides the obvious benefit of having income during your search, it also gives you breathing room to be more objective in selecting your next job.
It’s Easier to Find a Job When You Already Have One
So much of what makes this true is that fact that when you are employed, you tend to be a bit more objective because you have a “bird in hand.” Consulting (in addition to easing that financial strain, which helps here) can provide the self-assurance that comes along with being employed, which can get whittled away while unemployed.
Presenting yourself as a viable consultant or full time employee isn’t mutually exclusive. Rather, they are simply two sides to the same coin. For the companies where you interview, this will only make you more viable and versatile in your eyes. For you, there is nothing to lose. The worst thing that happens here is you generate some income to inevitable financial strain of your job search. On the other hand, you might just find through this process that you discover your next career move.
Bağdat Caddesi
1960'lı 70'li yıllarda köşkleriyle, bahçelerinden salkım salkım sarkan ortancalarıyla, billur gibi denizliyle, 'sayfiye' yeri olmasıyla meşhur Erenköy, Suadiye, Caddebostan.
Dükkanların az, ağaçların çok olduğu, bunca yıl geçmesine rağmen hala güzelliğini koruyan Bağdat Caddesi. On, onbir yaşımdan itibaren yazlarım geçti oralarda. Sokaklarda oynanırdı o zamanlar, öyle pek araba filan geçmezdi. Doyasıya bisiklete binilir, el birakarak gitmek büyük marifet sayılır Erenköy, Saskınbakkal, Göztepe bisikletle rahat rahat gidilir dönülürdü. Deniz için bazı sokakların denize vardıkları noktalarda bulunan kayıkhanelerden saatlik ücretle kayık kiralanır, kadın erkek kürek çekmeyi bilir, kayıktan denize girilirdi. Bazı gençler dalıp iskele ayaklarından midye toplar bazıları ise sığ kumda zıpkınla vatos avlarlardı. Sokaklardan dondurmacılar geçerdi o zamanlar. Simdiki gibi binbir çeşit ne gezer 'Dondurma, Kaymaaak' diye bağıran dondurmacının küçücük arabasında sadece kaymaklı ve limonlu dondurma olur, bazen ise çeşit olsun diye vişneli bulunurdu.
Caddebostan Plajı'nın yanı sıra bir de üyelikle girilebilen klüpler vardı. Marmara Yelken Klubü başta olmak üzere, Balıkadamlar, Caddebostan Yat Klübü ve İstanbul Yelken. Eğer bunlardan birine üyeyseniz veya üye bir arkadaşınız varsa bazı sporları yapma veya izleme olanağınız olur, voleybol, ping pong oynar, kıyıdan yelkenlilerin yarışlarını izlerdiniz. Denizin ortasında ise köfteciler vardı. Bunlardan aklımda kalanı ise mayomuzun kenarına sıkıştırdığımız parayla yüzdüğümüz, veya kayıkla yanaştığımız 'Fıştak'tı. Dönerken yüzülüyorsa demirlemiş kayıklara tutuna tutuna, dinlene dinlene yüzülürdü.
Akşamüstüne doğru herkesi bir 'piyasa' heyecanı alırdı. Saçlar yıkanır, bildiğımız ütüyle ütülenerek düzeltilir, ve (Bağdat) Cadde'ye binbir tur atmaya çıkılırdı. Bir aşağı, bir yukarı. Parkur ise genellikle Santral Durağı'ndan Saşkınbakkala kadardı. O zaman 'cafe' adeti bir elin parmaklarını geçmez, 'Borsa'da yer bulabilmek için hızlı davranmak gerekir, 'Divan' ise gençlere çok pahalı geldiğinden ancak hafif 'yaşı geçmiş'lerin duraklama mekanı olurdu. Hali varaba sahiakti oldukça yerinde olan birkaç genç ise bir aşağı bir yukarı arabayla giderek Mustang veya Corvette'leriyle gelene geçene hava atarlardı.
Geceleri ise açık hava sinemalarının keyfine doyulmazdı. Caddebostan'daki Ozan Sineması'nda genellikle Türk filmleri oynar, çıkınca biraz aşağıda, Caddebostan Maksim Gazino'sunun (MIGROS)yakınındaki büfe'de 'zümküfül' yenirdi (Bir çeşit sosisli sandoviç ) Yabancı filmlerin mekanı ise Budak Sineması'ydı (Şimdiki CKM). Yastıgını kapıp tahta iskemlelere yerleştirdikten sonra, çekirdeğini çıtlatarak izlenirdi filmler. Bazen bu sinemalarda Cem Karaca gibi o zamanın ünlü sesleri konserler verir, bazıları ağaç tepelerinden konser izlerdi.
Sonra sonra o köşkler birer birer yıkılmaya, yerlerin uzun uzun binalar dikilmeye, Cadde'deki evlerin yerlerini dükkanlar almaya, arabalar çoğalmaya, faytonlar yok olmaya, tekerlekli dondurmacıların yerini Algida'cılar almaya başladı. Ama ne mutlu ki tüm büyümeler, kalabalıklaşmalar rağmen 'Cadde'yi bozmayı başaramadı! O hala 'Cadde', İstanbul'un ,Türkiye'nin en güzide caddesi hala boydan boya yürümekten zevk aldığım, bir yerde oturup geleni geçeni izlemenin keyfini her yıl bir iki hafta yaşayabildiğim bir yer.
Galata' ya dogru...
The best way to improve health care requires physicians and other stakeholders
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Ilhan Arsel
BJK FOREVER
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