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Saturday, March 05, 2016

SİNOP PİDESİ



Hiç tanımadığınız bir şehirde, nerede ne  yiyebileceğiniz hakkında en ufak bir bilginiz yoksa, sizi kesinlikle sıkıntıya sokmayacak tercih en yakın pidecidir.

Nerede olursanız olun çok ta uzak olmayan bir yerlerde mutlaka bir pideci vardır. Sorun, hemen tarif ederler yerini.

En ucuzuna bile denk gelseniz, belli bir standartın altına düşmez, yediğinize pişman olacağınız bir şey gelmez. En pahallısına denk gelirseniz de, "yuh be!" dedirtecek bir hesap gelmez, kendinizi kazıklanmış hissetmezsiniz.

Et sever bünyelere de, et sevmeyenlere de hitap eder genelde pideciler. Yaşlısı, genci, çocuğu, herkes için makul bir seçenektir. İtiraz edeni pek nadirdir pidenin.

Açığı, kapalısı, kuşbaşılısı, kıymalısı, peynirlisi, yumurtalı, yumurtasiz, uzun, yuvarlak ve neredeyse tüm bunların akla gelebilecek her kombinasyonunda pideler yapılır yurdum sathında.

Pidesi ile nam salmış şehirlerimiz vardır. Kuzeyin sakin şehri Sinop ise malumunuz, sahip olduğu hazineleri tanıtamamış olması ile ünlüdür.

Bilenler bilir, eğer herhangi bir Sinopluya Sinop dışında yediğiniz bir  pideden övgüyle bahsederseniz, size ancak acı acı gülümseyecektir.

Bir kere pide Sinoplular için alelade bir yiyecek değil, şehrin kültürünün, herkesin çocukluk anılarının unutulmaz bir parçasıdır.

Her pazar yenmese de, pazar günü denince ilk akla gelen pidedir Sinoplular için.

Her ne kadar modern hayatın hızlı tüketimine teslim olsak ta, pidesinin harcını hala evde hazırlayıp pideciye götüren, hatta sırf bu iş için üretilmiş iki kapaklı uzun hasır sepetini itina ile saklayanların sayısı azımsanamayacak kadar çoktur.

Evde yapılan harcı pideci istenenden daha fazla pideye bölüştürmesin diye itina ile göz kararı tartmak,  pide sırasında beklemek, aman ha pidelerim başkasınınki ile  karışmasın diye pür dikkat kesilmek, hepsi pide ritüelinin bir parçasıdır.

Sinop pidesi kıymalı veya peynirli açık olarak yapılır. İçinde mutlaka yumurta bulunur. Kapalı pide ise yumurtasız, kıymalı ve içinde  bol domates, biber takviyesi ile gelir. Pastırma, sucuk, ıspanak ta isimlerini saymazsak üzülür, ailenin damak tadına, mevsimine göre yer alır pidelerde.

Kullanılan kıyma çiğ değil, mutlaka soğan ile kavrulmuş, maydanoz ve karabiberle lezzetlendirilmiştir.

Sinop pidesini benzerlerinden ayıran en önemli özelliği bol malzemesidir.

Açıkça itiraf etmeliyim ki, Sinoplu pidecileri çırak bırakacak çok lezzetli hamurlar yoğuruyor başka şehirlerdeki ustalarımız. O derece ki, insan zaten sırf tereyağı desteğiyle o hamuru yese mutlu olur.

Sinoplular içinse pide, az biraz malzemeyi bolca hamurla bereketlendirmek değil, bolca malzemeyi rahatça gövdeye indirmek için altına mümkün olduğunca ince bir hamur katmanı sermektir. Bu yüzden hamuru çok ta fazla önemsememekte beis görmezler.

Yine bu yüzdendir ki, yumurtalı pide adı altında pidenin üzerine yumurta kırmak, sarısını bütün bırakmak veya elle dağıtmak diye bir uygulama geleneksel Sinop pidesinde yoktur.

Yumurta, ķıymalı veya soğanlı harç ile beraber iyice çırpılmak zorundadır. Ancak bu şekilde, hamurun üzerinde bir omlet misali kabaran yumurta bolca malzemeyi bir arada tutacak bir çimento işlevi görür, pidenin yüzeyi gayet kalın, köpük misali puf puf olur.

Ağzınızın suyunu sildiyseniz muhteşem sona yaklaşıyoruz.

Tereyağı, çok pidenin olduğu gibi Sinop pidesinin de olmazsa olmazı.

Yukarıda uzun uzun bahsettiğimiz pofuduk pide yüzeyi, aynı zamanda tereyağını sünger gibi emmeye hazırdır.

İdeal olarak öyle ucundan kenarından falan sürülmez, pide yağa doyacak kadar, elinize alınca altından sızacak kadar bol tereyağı sürülür. Bakmayın başkalarına, sağlık kaygıları olan gitsin brokoli yesin. Ancak elinizin altında bulunan etin, peynirin, yumurtanın ve tereyağının geleneksel yöntemlerle elde edilmiş, 15 tane organik, hijyenik bilmem ne sertifikası olan market ürünlerinin en iyisinden daha sağlıklı ve istisnai lezzette olduğunu hatırlatmak isterim. 10 parmak yumulun, vallahi şifadan başka bir şey bulmazsınız.

Sizi pideye davet edecek bir Sinoplu bulmanız tabii ki ideal çözüm, ancak pidecilerimiz sağolsunlar çok Sinoplu'yu evde malzeme hazırlamaya üşendirecek kadar yüksek tutuyorlar çıtayı.

Liman manzarası ile balıkçı teknelerini izleye izleye, deniz kokusunu içinize çeke çeke yemek ise cabası.

Afiyet olsun.

Saygılarımla
Ali Dizdaroğlu

Sunday, December 20, 2015

Data Never Sleeps Among the Last 5 Years

Data is being created all the time without us even noticing it. Much of what we do every day now happens in the digital realm, leaving an ever-increasing digital trail that can be measured and analyzed. Just how much data do our tweets, likes, and photo uploads really generates?

How much data is generated every minute in 2011 & 2013 & 2015 to make a comparison?

2011


2013


2015





Monday, December 14, 2015

The Ethics of Prescribing Worthless Treatments

Is it ever ethical for a physician to prescribe a treatment to a patient that they know to be entirely without efficacy? Is it ever possible to do this without deceiving the patient to some degree? I think the answer to both questions is a clear “no.”
Within the flipped reality of “alternative medicine,” however, it suddenly becomes acceptable to deceive patients and sell them worthless treatments, as long as the deception was minimally successful.
A recent editorial in Scientific American by Allison Bond addresses this question. She manages to hit upon many of the reasons placebo medicine is inappropriate, but her reasoning is a bit muddled and she comes, in my opinion, to the wrong conclusion. She wraps her commentary in an anecdote of a terminal patient for whom she cared who found relief from Reiki. She concludes:
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.
I think that Bond goes through the same thought process that many physicians go through. She has some understanding of the trade-offs, but in the end as long as their patients say they feel better, they are OK with using placebos. This position, however, is misguided.
Ineffective Treatments Are Not Necessary
Bond acknowledges that treatments such as Reiki and acupuncture may work solely through providing companionship, attention, and a moment of respite. That is, in fact, what the scientific research shows. Reiki is nothing more than a form of healing touch, promising to using non-existent energies to promote healing or the even more vague concept of “well-being.”
For both Reiki and acupuncture, when studies are properly controlled they find that the treatment is no more effective than the ritual of treatment without the actual intervention, or just having someone spend time with a patient. The time and positive attention seem to be the only variables that matter.
The most logical conclusion to derive from this fact, which seems obvious to me, is that we should provide companionship and positive attention without the pseudoscientific magical claims. In fact, you can do this while administering science-based treatments, or just as an intervention in themselves. We used to call this good bedside manner, or just good nursing care, now it is marketed to patients as a separate intervention wrapped in utter nonsense.
If there is a lesson to derive here it is that, if we wish to do more for patients in terms of their mood, quality of life, and overall experience, we can formalize giving them companionship and positive attention as a thing unto itself, without the pseudoscience. This is not a new concept to hospitals, but if you think we need to do more, then do more.
Ethical dilemmas in the paralegal field – and life!
The Downsides of Pseudoscience
Bond mentions only two negatives to relying upon ineffective treatments for their placebo effects, financial cost and opportunity cost. Delayed proper care or substitution for proper care may lead to bad outcomes. The implication is, as long as you don’t substitute alternative treatments for evidence-based care, there is no problem.
Although she mentions financial cost, she glosses over this point. When you essentially give someone license to sell magic and false hope to desperate sick people, it should come as no surprise that patients will be victimized by this. Many “alternative” clinic and practitioners charges tens of thousands or even hundreds of thousands of dollars for their ineffective treatments.
The financial costs can be devastating, and they are piled on top of the costs of regular medical care. The family of a terminal patient, who are essentially emotionally blackmailed into spending money they cannot afford on a dubious treatment, are left with an additional financial burden on top of the loss of a loved-one.
False hope can also be psychologically devastating. Properly managing a terminally ill patient can be very challenging. Practitioners need to walk a fine line between keeping them focused on the positive, emphasizing any legitimate chance they have for recovery, while preparing them and their family for the worst. You have to help them navigate through horrible choices, such as choosing between extra months of survival vs quality of life, or whether or not they will find life permanently dependent on a ventilator acceptable.
Into this delicate balance comes an alternative practitioner, like a bull in a china closet, making outrageous promises of a cure, and sowing seeds of discontent with the medical system. I have seen patients go to their graves convinced the alternative treatment was the answer, even when it was obvious it was doing nothing. I have seen others realize they were had, devastated by the lost precious time and their last hopes dashed.
Rather than being eased into a position of acceptance, they were kept in denial and then dropped off a cliff.
Perhaps the most insidious negative of hospitals providing Reiki or other such treatments to patients is that it legitimizes pseudoscience. Practitioners of dubious treatments are desperate for legitimacy, and association with a hospital or university is the golden ticket.
It is reasonable for patients to assume that a practice is legitimate if it has such as association. This puts them at the mercy of charlatans, who will then instill in them distrust of the medical establishments and belief in bizarre or pseudoscientific notions.
Even if initially patients are not using “alternative” treatments as a substitute for real care, the next time around (if there is a next time) they might, because they were convinced of its legitimacy by the hospital and well-meaning but naive physicians and academics.
Finally, I think it is unethical to deceive patients. Deception robs them of their autonomy and informed consent. It is also excessively paternalistic. There is simply no alternative treatment without some level of deception. You cannot talk about non-existent “energy” or go through the ritual of acupuncture with a straight face without buying into the underlying pseudoscience to some degree.
Even avoiding direct health claims, and couching the treatment as, “some patients report they feel better,” contains implied claims that some desperate patients will latch onto.
In all other aspects of health care the standard of care is for physicians to be completely honest. (Admittedly, there are nuances here, like not unnecessarily scaring patients with premature information, but deception is never acceptable.) The fact that calling a treatment “alternative” erodes the ethics of informed consent is just one more bit of evidence that the entire “alternative medicine” movement is about eroding the standard of care in order to allow for treatments that were previously considered fraudulent.
Conclusion – No, It’s Not OK
Physicians and academics, like Allison Bond, who have been convinced that it is OK to give patients ineffective treatments are mostly well-meaning, but profoundly naive. They miss the extremely harmful downsides of eroding informed consent and deceiving patients while legitimizing pseudoscience and giving power to practitioners who exist along a spectrum from self-deluded to heartless con-artists.
Physicians like Bond are seeing just the tip of the iceberg, and this is by design. The face of “alternative” medicine that is presented to hospitals, universities, and also politicians is a Trojan horse. It is the soft practices, like Reiki, offered as a “complementary” treatment in addition to standard care, for pure symptomatic relief.
It is meant to convince the establishment that this little deception is OK, as long as patients report that they feel better. Hospitals love it because they can charge a fee for additional services. Academics are just trying to have an open mind. Physicians like having additional options to help their patients. So what if a practitioner waves their hands over a patient and makes some vague claims about energy and healing?
This small (I would argue not-so-small) deception is the portal of entry into a world of horrible exploitation. “Alternative medicine” has been deliberately packaged as one thing, which is another deception. Legitimizing one alternative treatment is used to legitimize them all, and to promote the idea of placebo medicine and compromise patient autonomy just enough.
Physicians and academics need to hold the line. We need to be uncompromising in our advocacy of our patients, and that means zero tolerance for pseudoscience and deception. Do not be lulled by the soft veneer – beneath the surface is a world where our patients are horribly victimized by charlatans. We cannot be party to that, no matter our intentions.
 by Steven Novella on December 9, 2015

New London Underground map shows how expensive it is to rent stop-by-stop

 
 
Ever wanted to see what London rent looks like across the Capital? With this Tube map, now you can. Another handy London Underground map has been released, this time showing how expensive it is to rent at each Tube stop...

Website Thrillist has put together a rent map showing the median monthly cost for a one-bedroom flat within a km of each Tube station on the entire network.
It includes information from every Tube line except the Circle line, because every stop on the Circle line is present on another one.
 
The most expensive place to live is Hyde Park Corner on the Piccadilly Line at £2,920, and the cheapest is Hatton Cross, next to Heathrow Airport, at £324.
 
Unsurprisingly, the data - collected with the help of website Find Properly - showed that the closer you get to Central London, the higher prices climb.

The 10 most expensive places to live in London


London Underground Rent Map Victoria Line (North)

London Underground Rent Map Victoria Line (North)  Photo: thrillist.com
  1. Hyde Park Corner - £2,920
  2. Knightsbridge - £2,832
  3. Green Park - £2,384
  4. Bond Street - £2,276
  5. Oxford Circus - £2,260
  6. Piccadilly Circus - £2,256
  7. Canon Street - £2,156
  8. Regent's Park - £2,136
  9. Monument - £2,128
  10. Bank - £2,128

The 10 least expensive places to live in London


London Underground Rent Map

London Underground Rent Map - Piccadilly Line - WEST  Photo: thrillist.com
  1. Hatton Cross - £324
  2. Redbridge - £488
  3. South Ruislip - £552
  4. Ruislip Gardens - £552
  5. Elm Park - £552
  6. Croxley - £680
  7. Upton Park - £692
  8. Hounslow West - £732
  9. Ruislip Manor - £732
  10. Barkingside - £736
These prices may seem steep - if you aren't from London - but this doesn't come as a huge surprise after news that living in a tiny shed in someone's living room could set you back over £500 a month.
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.
 

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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

Bu yazı www.amerikabulteni.com’da yayımlanmıştır.

1981 yılında yemin ederek ABD Başkanlığına göreve başlamasından yaklaşık bir ay sonra dönemin ABD Başkanı Ronald Reagan ve eşi Nancy Reagan, Beyaz Saray’da akşam yemeğini yedikten sonra hiç beklemedikleri bir sürprizle karşılaşırlar.

Görevli garson yemeğin hesap faturasını getirmiştir. Baş kahyanın bir garsonla gönderdiği hesap faturasında sadece o akşamın değil son bir ayın bütün yemeklerinin hesabı da yer almaktadır. Sadece yemekler de değil… Ağırladıkları kişisel misafirlerin, bir aydır kullandıkları kuru temizleme hizmetinden, diş fırçası, diş macunu, temizlik ve parfümeri malzemelerine kadar bütün kişisel malzemelerin ücreti de miktarlarıyla beraber kaydedilmiştir. Ronald Reagan, hesabın büyüklüğüne şaşırsa da görevlinin getirdiği faturayı gülümseyerek alır ve muhasebeye maaşından ödenmesi talimatı verir. Kocasının aksine Nancy Reagan’ın şaşkınlığı çok daha büyüktür. Anılarında, ‘kimse bize Başkan ve Eşinin Beyaz Saray’da yaşarken yedikleri yemeklere ve kullandıkları günlük malzemelere para ödemek zorunda olduklarından bahsetmemişti’ diye anlatıyor o şaşkınlık anını. Aslında, ABD kamuoyunun büyük çoğunluğu da pek bilmiyordu. ABD eski Başkanı Bill Clinton’un eşi ve birinci Obama döneminin dışişleri bakanı Hillary Clinton‘ın, bu yıl yayınlanan “Hard Choices” kitabının Haziran ayındaki tanıtım ve imza gezilerinden birinde, Beyaz Saray’dan ayrıldıkları zaman, ‘borç içinde ve beş parasız olduklarını’ söylemesi, sosyal medyada büyük yankı yapmıştı. Hillary Clinton, sekiz yıl kaldıkları Beyaz Saray’dan taşınınca Washington DC’de ve New York’ta mortgage kredisiyle iki ev aldıklarını, bu kredi ile kızları Chelsea’nin Stanford Üniversitesi parasının kendilerini, 2001 kışında 12 milyon dolar borcu olan olan bir aile haline getirdiğini anlatacaktı. Borç batağından, Bill Clinton’ın art arda yayınlanan kitaplarının, ücretli konuşmalarının gelirleriyle düzlüğe çıkacaklardı. Son borçlarını da 2004 yılında ödeyerek borçlarını temizleyeceklerdi.

Peki, 8 yıl boyunca yıllık ortalama 500 bin dolar maaşı olan ve kira gideri olmayan bir aile niçin Beyaz Saray’dan beş parasız ayrılacaktı? Nancy Reagan’ı çok şaşırtan sebepten dolayı…

ABD Başkanları Beyaz Saray’a kira ödemez ama onun dışındaki herşey maaşlarından kesilir. Beyaz Saray, devletin ABD Başkanı için tahsis ettiği misafirhanedir ve orada 4 ya da 8 yılını geçirmek zorunda olan her aile, kendilerinin ve kişisel misafirlerinin bütün masraflarını kendisi karşılamak durumundadır. Sadece resmi devlet konuklarının ağırlanma masrafını Amerikan vergi mükellefleri öder. Geri kalan kişisel mutfak giderleri, hizmet ve malzemelerin ücreti Başkan ve ailesine aittir. Başkan takım elbiselerinin kuru temizleme ücretini kendisi ödemek zorundadır. Kaybolan düğmesinin yerine alınacak yenisinin de, ayakkabılarının boya ve cilasının da… Konutun başkan ve ailesinin kaldıkları kısmındaki temizlikçi, garson ve hizmetçilerin çalıştıkları süredeki saat ücretini de başkan öder. Kısacası, kira ve elektrik faturası dışında kendileri için harcanan her kuruşu devlete ödemek zorundadırlar.

Çünkü, ABD bir monarşi değil bir cumhuriyettir ve bu konut da bir ‘saray’ değil bir evdir. Amerikalılar buraya ‘saray’ demiyor zaten, o bizim yakıştırmamız. Washington DC’de ‘’1600 Pennsylvania Avenue’’ adresinde bulunan dünyanın bu en ünlü evinin adı Türkçe’ye yanlış şekilde ‘Beyaz Saray’ diye çevirilmiş olsa da, aslında İngilizce’deki orijinal adı ‘White House‘ yani ‘Beyaz Ev‘dir. Ve ABD’ye devlet başkanı seçildi diye kimse, devletin parasını keyfince harcayamaz. Sadece bu ev içinde de değil her yerde… ABD Başkanı, şehir dışı tatil masraflarını, haftasonlarını geçirmek istediğinde Camp David’teki dinlenme evinin haftasonu masraflarını kendi cebinden karşılamak zorunda. Yine örneğin başkan, ABD Başkanlık uçağına, devlet delegasyonundan olmayan tek bir kişi bile bindirecekse, (kardeşi bile olsa), bir ticari yolcu uçağının ‘first class’ uçak bileti miktarınca devlete para ödemek zorundadır.

Gerald Ford’tan George W. Bush’a kadar 6 başkan döneminde bu evin ‘baş kahyası (chief usher)’ olmuş Gary Walters’ın deyişi ile, başkan ve ailesi bu evin 4 veya 8 yıllık kira sözleşmesine sahip kiracılarıdır. İstedikleri yemekler pişirilir, malzemeler ve ürünler istedikleri markalardan seçilir ama parasını Amerikan halkı değil, Başkan ve ailesi maaşlarından öder. Ve doğal olarak fiyatın yüksekliğine alışmaları zaman alır. Çünkü başkanlar ve ailelerine verilen hizmet 5 yıldızlı otel kalitesinde olduğu gibi başkanın bunlar için ödeyeceği para da 5 yıldızlı otel fiyatları düzeyindedir. Devlet konutu diye cüzi ücretlendirme yapılmaz. Walters, ‘yemek, hizmet ve malzemelerin pahalı olduğundan yakınmayan tek bir first aile hatırlamıyorum’ diyor. Hatırladığı en büyük tepki ise Jimmy Carter’ın eşi Rosalynn Carter’a ait. Memleketleri Atlanta’da yemeğin de malzemelerin de çok daha ucuz olduğunu söyleyip durmuş aylarca. Ama ‘first lady’nin şikayetleri, fiyatları aşağı çekmeye yetmemiş. George W. Bush’un eşi Laura Bush da, “Spoken from the Heart” adlı anı kitabında Beyaz Saray’da yaşamanın ne kadar pahalı olduğundan yakınıyor. Onu en çok zorlayan konulardan biri de, hergün saçlarını yapan kuaföre, devleti temsil edeceği törenlere giderken bile olsa, ücretini kendisinin ödemesi olmuş. Bayan Bush kitabında, faturanın aylık geldiğini ve Başkan ve eşi ile iki kızının bütün yemeklerinin, kullandıkları bütün kişisel malzemelerin, kuru temizleme dahil tüm hizmetlerin, garsonların ve temizlik görevlilerinin saat başı ücretinin, özel misafirlerinin tüm msaraflarının bu faturada yer aldığını yazıyor.  ‘’Faturada ağzımı açık bırakan kalemler de vardı’’ diye aktaran Bayan Bush şu örneği veriyor:

‘’Ülkenin First Lady’si olarak giyeceğim kıyafetlerin de özel tasarım olması gerektiği şartı vardı ama elbisenin ücretinin yanı sıra bu tasarımların ücreti de yine benden tahsil ediliyordu.’’

ABD Başkanlarının maaşına en son 1999 yılında zam yapıldı. Buna göre ABD Başkanın çıplak maaşı yıllık 400 bin dolar civarında. 50 bin dolar da görev tazminatı ödenir. Bu her iki ödeme de vergiye dahildir. Başkan bunların gelir vergisini ödemek zorunda. Bunların yanı sıra başkanın gezileri için, vergiden muaf yıllık 100 bin dolar harcırah ödenir. Ancak, Beyaz Saray faturasının yüksekliği göz önüne alındığında bir ABD Başkanı, maaşının neredeyse tamamını aylık giderlerine harcar. Yani ayrıca bir serveti yoksa, Beyaz Saray’da ‘ucu ucuna’ yaşamak durumunda… Belki de bu yüzden Başkan Gerald Ford, Beyaz Evi, ‘Bugüne kadar gördüğüm en lüks sosyal yardım konutu’ diye tanımlamıştı.

Beyaz Ev, kompleks bir yapıdır. Aynı anda hem bir konut, hem bir müze ve hem de bir devlet dairesidir. ABD dünyanın süper gücü olmasına rağmen, Beyaz Ev, dünyadaki en büyük devlet başkanı sarayı değil, aksine büyük devletler içindeki en küçük devlet başkanlığı konutlarından biridir. Sadece bir katından, dünyanın en büyük devletinin yürütme organı yönetilir. ”1700’lerin dünyasında 13 kolonili devlet için inşa edilmiş, bugün dünya lideriyiz. Bu ihtiyaca uygun çok daha büyük bir saray yapalım” diyen tek bir başkan bile olmamıştır. Kimsenin aklına böyle bir şey gelmez. Çünkü, Beyaz Ev, ABD demokrasisinde ‘devamlılığın’ da sembolüdür.Ve yine Beyaz Ev, kendi toplumundan izole bir yer de değil. Dünyada, içinde başkan yaşadığı halde halkının ziyaretine açık tek devlet başkanlığı konutudur. Çünkü Amerikan tarihinin en önemli kültür müzesidir. Haftalık ortalama ziyaretçi sayısı 30 bindir.  Başkanın penceresinin bir kaç on metre uzağındaki bahçe demirliğinin önü ise ABD’nin en ünlü gösteri ve protesto yeridir.

Beyaz Ev, başkanlar için kalıcı bir ihtişam ve keyif sarayı değil geçici bir barınma ve hizmet yeridir. Başkan Truman’a göre, ‘dışı çok gösterişli bir hapishane‘den başka bir şey değildi. Ronald Reagan ise, buradaki yılları boyunca kendisini sürekli bir akvaryum balığı gibi hissettiğini anlatır. Michelle Obama da geçtiğimiz yıl, ‘’çok iyi dekore edilmiş bir hapishane’’ olarak niteleyecekti. Bu eve kiracı başkanlar aileleriyle gelir geçer. Mülk sahibi Amerikan halkı ve demokrasisidir. Bu gerçeği, bir hizmetçisi, Baba George Bush’un eşi Barbara Bush’a şöyle söyler bir gün:

‘’Buraya her dört yılda bir başkanlar gelir gider… Biz kalıcıyız’’.

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. 


Also published @ http://hitconsultant.net/2015/08/21/what-is-the-future-impact-of-population-health-management/

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


 by 

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

A Flowchart for Choosing Your Religion

Looking for a JOB - How to Be the Next Hire

Making You the Most Viable 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

Gel de parmaklara hakim ol, yapma bir Caddebostan, Bağdat Caddesi nostaljisi şimdi!...diğer bir deyişle 'Karşı taraf' . Cok uzun seneler yazları gittiğim, son yıllarda ise her Türkiye'ye gittiğimde kaldığım Istanbul'un bir başka eşşiz köşesi.
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...

Galata' ya dogru...

The best way to improve health care requires physicians and other stakeholders

My honest approach for how to improve the care is to support a methodology such as being self-serving. I would like to start a program to introduce a software-based point-of-care tool for obtaining patient feedback. This real time information can be used with clients to positively impact the patient experience, nurse engagement, physician (soft skills) competence and overall quality. In my perspective the criteria for fulfilling the demand for finding the best way to improve healthcare is that it need be simple to implement, impactful and cost effective. The most impact to healthcare improvement will come from process improvement and healthcare provider recruitment AND retention. The by-products will be reduced cost of care and improved patient satisfaction. This applies to hospitals and private practices. Based on current studies and the economy, supplying adequate healthcare to the community is already tough and is going to get more challenging. Recruiting sufficient healthcare coverage will boost revenue and provide some improvement to patient satisfaction (wait time and access). However, failure to retain the medical staff will significantly hurt the outcome. With high demand and low supply, it will be well worth the time and money to present "we have the greenest pastures here". The method mentioned above may be called such as point-of-care through successful implementations that may turn in to popular key parts of process improvement. You need to have some feedback from the patients and the physicians in order to measure the processes that should be or are currently being improved. In order to achieve this you have to create the acronym HOSPITAL to help those in Healthcare recall the numbers of different types of inefficiencies in any medical facility. Those who have been exposed to Six Sigma and Lean have an appreciation for improvement opportunities and generally view things through differently trained eyes that can see within all those facilities. Publishing the results of the similar programs online may offer a transparent access to the consumers to monitor these inefficiencies. Welcoming any feedback relative to this and encourage your staff to consider this method or similar training methods for their teams will be highly critical for the outcome. We have to understand that it is impossible to solve a problem that we are unaware of. By providing even the most basic tools at the lowest level possible, these problems have a way of surfacing. While everyone recognizes that healthcare systems and organizations need to improve, I think not enough time is spent on firstly identifying the key stakeholders, and secondly properly ENGAGING them. I strongly believe that not enough time is spent trying to engage physicians in this process. In my experience too many of these "improvement strategies" are top-down decisions by non-clinical managers who failed to conduct any research into what physicians might want or what stumbling blocks there are/were to get them to adopt the new technologies. EMR/EHR/CPOE are prime examples - all of these require a breakdown in the normal activity flow of providers, as it requires them to either find and log on to a terminal or carry a bulky instrument. Almost all clients and colleagues I have worked with resent and resist those methods. And look how few MDs are part of Healthcare consulting firm teams. IMHO, I believe more energy should be spent engaging rather than alienating MDs as a first step, then doing the same for patients in order to get buy in from the two key stakeholders as I see it. I've always found that engaging these stakeholders on projects from the beginning results in more buy-in and most importantly, better recommendations/outcomes (a better product).

ULTIMATE RESULTS

ULTIMATE RESULTS

Ilhan Arsel

Ilhan Arsel

BJK FOREVER

BJK FOREVER
Karga kartalların sırtına oturur ve boynunu ısırır. Kartal cevap vermez, kargayla savaşmaz; kargaya zaman veya enerji harcamaz, bunun yerine sadece kanatlarını açar ve göklerde yükselmeye başlar. Uçuş ne kadar yüksek olursa, karganın nefes alması o kadar zor olur ve sonunda karga oksijen eksikliği nedeniyle düşer. Kartaldan öğrenin ve kargalarla savaşmayın, sadece yükselmeye devam edin. Yolculuk için gelebilirler ama yakında düşecekler. Dikkat dağıtıcı şeylere yenik düşmenize izin vermeyin....yukarıdaki şeylere odaklanmaya devam edin ve yükselmeye devam edin!! Kartal ve Karga dersi