"Truth is like the sun. You can shut it out for a time, but it ain't goin' away." - Elvis Presley
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Wednesday, June 30, 2010
Medical transcription outsourcing: A blend of technology and human expertise
Medical transcription is a service that has become an essential component of healthcare services. Outsourcing medical transcription enables the process of healthcare to become quicker and efficient by creating records of the patient-healthcare professional encounter in an accurate and timely fashion. Additionally it also curbs costs by making the process economical and secure. Efficient medical transcription can also accelerate the reimbursement process.
It is obvious that medical transcription is more than just the process of record creation.
What exactly are the components of efficient and effective medical transcription?
To be effective and efficient, medical transcription has to have the right blend of technology and human expertise.
What role does technology play in the process of medical transcription?
Turnaround time: Turnaround time indicates the time between uploading the dictation and when the final transcript is made available to the healthcare facility. Technology plays an important role in meeting the turnaround time requirements. Use of technology enables the audio file to be delivered automatically to the medical transcriptionist for transcription by checking for files at regular intervals and uploading them. The finished transcripts are also delivered quickly and efficiently through a web based system
Security: Security of confidential patient data is one of the biggest concerns of healthcare facilities outsourcing medical transcription. Technology ensures that the data is protected during transmission using safety features like data encryption, security safeguards, firewall protected networks, sterilized e-mail servers, firewalls etc making the data secure
Lowering costs: Using the right technology enables the process of medical transcription to be quicker and safer. This increases the productivity, thus reducing costs. By making the process secure, technology also ensures that the healthcare facility is protected from litigation due to breach of security.
Ease of use: Use of the right technology enables the healthcare professionals to optimize their time, by providing multiple features that have time saving benefits and are easy to use.
What role does human expertise play in the process of medical transcription?
Accuracy: The quality/ accuracy of the transcribed document refers to the percentage of accuracy in the transcribed document viz. a viz. the audio files. The percentage of accuracy in the transcripts is largely dependent on the skill level of the medical transcriptionists. The recruitment and training process of the medical transcription service provider determines the skill level of the medical transcriptionists.
Turnaround time: The turnaround time of the finished transcripts depends on both the technology used as well the skill level of medical transcriptionists. The familiarity of the medical transcriptionist with both the system used for transcription as well as the specific terminologies used by the healthcare professional enables the medical transcriptionist to produce quality transcripts on time
Lowering costs: Skilled medical transcriptionists can lower the cost of medical transcription by producing quality transcripts on time. This increases the productivity and reduces the number of quality checks required, thus lowering costs
In conclusion it can be said that for medical transcription to efficient, effective and economical it requires the right blend of technology and human expertise.
TransDyne, a leading provider of outsourced medical transcription services uses the right blend of technology and human expertise to provide medical transcription solutions. Some of the benefits of outsourced medical transcription services by TransDyne are:
- Accuracy of above 99%
- Turnaround time of 24 hours, with an option of 4-12 hours turnaround time for STAT files
- HIPAA and HITECH compliant medical transcription using the right technology, processes and people
- Fair and reasonable prices
- Technology with maximum utility with easy to use features
To avail medical transcription services from TransDyne, click here.
Courage and Confidence . . . The Rest of the Story | Lynn Allen Consulting Down to Earth Blog #DailyCrushers http://ping.fm/IH6ZS
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The June HIT Standards Committee meeting
Today's HIT Standards Committee meeting had a rich agenda.
The recurring themes were the importance of governance, the interdependency of policy and technology, and the need for objective criteria to measure the appropriateness of standards choices.
We began our discussion with a presentation by Doug Fridsma of the ONC Standards and Interoperability Framework which includes use case development, harmonization of core concepts, implementation specifications, reference implementation/pilots, certification, and testing.
The intent of the Framework is to ensure standards gaps are filled as necessary to support meaningful use and healthcare reform. The Framework provides the means for managing the standards lifecycle, enabling re-use, and ensuring standards meet functional requirements. Although the Framework is comprised of 11 RFPs, it will function as a single process, guided by a Concept of Operations plan (ConOps). The principles driving the ConOps include representative participation, transparency and openness, responsiveness, accountability, and measurable/planned results.
Next, Arien Malec reviewed the NHIN Direct consensus proposal of the NHIN Direct effort. The NHIN Direct groups have suggested SMTP/TLS as the backbone with SMTP/TLS, REST or SOAP at the edges to communicate with a Health Internet Service Provider, which provides backbone exchange services.
After hearing the NHIN Direct presentation, the committee emphasized the importance of providing policy guidance to constrain the NHIN Direct technology implementations, the need for the HIT Standards Committee to serve as a "Board of Directors" reviewing NHIN Direct progress at key checkpoints, and the need to communicate the scope of the NHIN Direct project - what is considered part of the NHIN Direct effort and what is an additional service provided outside the scope of the project.
A policy example includes the notion that a HISP routing service need not examine the contents of the message during the routing process. Technology should be chosen that makes this policy possible.
A scope example includes the idea that a SOAP/XDR to SMTP or SMTP to SOAP/XDR converter should be something provided by NHIN Connect or the EHR vendor and not by the NHIN Direct project which is simple point to point communication, not standards conversion.
Next, Mary Jo Deering discussed NHIN Governance. The important takeaway from her presentation is that there will be a unified approach to NHIN Governance - not a collection of disconnected NHIN projects with their own governance. There will be hearings and ultimately regulation issued in 2011 to define NHIN Governance. The Standards Committee applauded this approach as it addressed the governance concerns we had with the NHIN Direct project.
Next, Deven McGraw presented the Privacy & Security Tiger Team Update. She outlined the general principles enumerated by the Tiger Team to ensure data exchange, especially NHIN Direct routing, discloses the least amount of data possible during transport. The Tiger Team created a framework describing 4 different kinds of intermediaries which support data exchanges. The Standards Committee recommended that the concept of intermediaries be replaced by the notion of "services" and that policies should apply to the types of services offered.
Aneesh Chopra presented the Enrollment Workgroup Update, a comprehensive plan to specify the eligibility and enrollment standards needed to support Healthcare Reform. Numerous new tools will be available to payers, providers, and patients to streamline administrative data flows. An early example of the kind of tools that will be created is Healthcare.gov, a new website that makes insurance information available to patients and will soon include comparative costs of insurance.
Janet Corrigan presented the Clinical Quality Workgroup Update outlining the progress on retooling existing 2011 quality measures and selecting 2013 measures.
Jamie Ferguson presented the Clinical Operations Workgroup Update: Electronic Document Standards for Discharge Summary & Other Encounter Summaries, describing a means to reuse templates for the creation of summary documents which support meaningful use data exchanges. Keith Boone provided an excellent summary of the discussion on his blog.
Finally, Steve Posnack and Carol Bean updated the Committee on the Temporary Certification Program. Numerous organizations have expressed interest in serving as Authorized Certification and Testing Bodies, so unlike the past there will be multiple bodies with market competition on price and service quality for certification services.
A great meeting which clarified many aspects of the NHIN Direct project, the Interoperability Framework plan, and the evolving governance of healthcare information exchange in the US.
I look forward to our July meeting, which will hopefully review the final standards rule and final meaningful use rule.
How Can a $101 Million a Year CEO Help "People Get the Care They Need at an Affordable Price?"
In 2005, we entitled a post, "How Can a $124.8 Million a Year CEO Make Health Care More Affordable?" At that time, we contrasted the enormous compensation given to the then CEO of UnitedHealth, Dr William McGuire, with the stated mission of his corporation. Since then, we have traced the travails of UnitedHealth and its leadership. Dr McGuire was eventually accused of receiving backdated stock options (which at one time raised his personal fortune to over $1 billion), and was pushed into retirement. UnitedHealth was accused of a variety of management and ethical lapses. The rather sorry story as of April, 2010 was summarized here.
The more things change, the more they stay the same. The Minneapolis Star-Tribune just reported:
The attempts company officials made to minimize Hemsley's outsized compensation were almost funny:
But Hemsley did exercise the options, so he did receive the additional $98.6 million.
Hemsley also seems on target to get gargantuan compensation this year too:
The cringe-inducing contrast is with UnitedHealth's high-minded mission statement:
Hemsley's compensation could have provided "care they need" to quite a few people at an affordable price.
More to the point, it is hard to imagine that a company that feels the need to pay so much to its CEO, and a CEO that can accept such riches, have the slightest understanding or interest in providing people "the care they need at an affordable price."
In this cynical age, I doubt many people credit the UnitedHealth mission statement with being more than advertising fluff. Nonetheless, I suspect most people believe that our society should try to provide as many people as possible with "the care they need at an affordable price," but realize that we are far from doing so. Health care insurance companies/ managed care organizations that see fit to make their hired leaders extremely rich seem to be part of the problem, not the solution.
The more things change, the more they stay the same. The Minneapolis Star-Tribune just reported:
Stephen Hemsley, a serious and studious man, is known for his marathon-like work schedule, which regularly includes Saturdays and Sundays, in his role as chief executive of Minnetonka-based UnitedHealth Group.
Now, he also is known as the highest-paid CEO in Minnesota with a 2009 pay package totaling $101.96 million, six times the amount paid to the next CEO in the Star Tribune's annual survey of the state's 100 highest-paid chief executives at publicly traded companies.
But Hemsley's big pay package is also a vestige of the company's former practice of loading executive compensation heavily with stock options, a practice that changed in the wake of a crippling backdating scandal four years ago.
Those options, granted under a different regime of board directors, accounted for $98.6 million of Hemsley's income in 2009.
The attempts company officials made to minimize Hemsley's outsized compensation were almost funny:
UnitedHealth officials assert that Hemsley's 2009 pay package minus the 10-year-old options was $8.9 million, far less than the compensation paid to CEOs in other health insurance organizations.
But Hemsley did exercise the options, so he did receive the additional $98.6 million.
Hemsley also seems on target to get gargantuan compensation this year too:
Nonetheless, Hemsley has already put up good compensation numbers for 2010 with the exercising of additional options granted after 1999 worth $21 million. He also controls 6 million exercisable and unexercisable options, half of which are underwater or below the stock's current value.
The cringe-inducing contrast is with UnitedHealth's high-minded mission statement:
Our mission is to help people live healthier lives.
* We seek to enhance the performance of the health system and improve the overall health and well-being of the people we serve and their communities.
* We work with health care professionals and other key partners to expand access to quality health care so people get the care they need at an affordable price.
* We support the physician/patient relationship and empower people with the information, guidance and tools they need to make personal health choices and decisions.
Hemsley's compensation could have provided "care they need" to quite a few people at an affordable price.
More to the point, it is hard to imagine that a company that feels the need to pay so much to its CEO, and a CEO that can accept such riches, have the slightest understanding or interest in providing people "the care they need at an affordable price."
In this cynical age, I doubt many people credit the UnitedHealth mission statement with being more than advertising fluff. Nonetheless, I suspect most people believe that our society should try to provide as many people as possible with "the care they need at an affordable price," but realize that we are far from doing so. Health care insurance companies/ managed care organizations that see fit to make their hired leaders extremely rich seem to be part of the problem, not the solution.
"Smoke Detector" - Medical Center Leader (and Former Biotech CEO) Outed as Tobacco Investor
Last year we posted about the seemingly incongruous choice of a wealthy biotechnology executive with little academic or practice experience to run the prestigious University of California - San Francisco, a health oriented university housing a respected medical school. We wondered whether her corporate background would make it difficult to uphold the university's academic and patient care missions.
In line with our concerns, Duff Wilson, writing in the New York Times, reported:
Experts on tobacco control were aghast:
We should give Dr Desmond-Hellmann credit for selling her Altria stock as soon as its connotations were made plain to her. (And at least she was not on the board of a tobacco company, to our knowledge, as was one former president of a university and large health sciences center.)
However, this little incident underlines the clash between the culture that dominates large health care corporations and the mission of medical schools and academic medical centers. In the last 30 years, academic medicine has rushed to embrace the reigning corporate culture, not to mention corporate money. I submit that this embrace has been at the peril of the fundamental academic and patient care missions.
Academic medical leaders need to promote better patient care, and honest, responsible teaching and research. To do so, they may have to give up some of the glitz, glamor, and cash proffered by industry. If they do not make this sacrifice, they risk losing the trust of an increasingly skeptical, if not cynical public.
In line with our concerns, Duff Wilson, writing in the New York Times, reported:
When Dr. Susan Desmond-Hellmann was named chancellor of the University of California, San Francisco, last summer, she took over a medical institution focused on world health generally and tobacco control in particular.
But she forgot one thing in adjusting to her new role: personal stock holdings listed last year in the range of $100,000 to $1 million in Altria, owner of Philip Morris USA, the maker of Marlboro cigarettes. Altria has been blamed for thousands of deaths and repeatedly criticized by the Center for Tobacco Control Research and Education at the university.
Last week, a day after The New York Times inquired about the Altria stock, Dr. Desmond-Hellmann and her husband, also a doctor, ordered it to be immediately sold and imposed 'values screening' on their personal investments.
Experts on tobacco control were aghast:
Dr. Stanton A. Glantz, director of the university�s tobacco control center, said he was unaware of Dr. Desmond-Hellmann�s Altria stock, which was contained in a university filing but not made public until now, after a public records request by a former student who passed it on to The Times.
�I do find that kind of shocking, but at least she got rid of it,� Dr. Glantz said on Monday, adding that Dr. Desmond-Hellmann had been very supportive of the center.
Dr. Kenneth E. Warner, dean of the school of public health at the University of Michigan and a national antitobacco leader, said, �I find it frankly a bit appalling that the chancellor of a major medical center would have held such stock. It strikes me as unthinking, frankly.�
We should give Dr Desmond-Hellmann credit for selling her Altria stock as soon as its connotations were made plain to her. (And at least she was not on the board of a tobacco company, to our knowledge, as was one former president of a university and large health sciences center.)
However, this little incident underlines the clash between the culture that dominates large health care corporations and the mission of medical schools and academic medical centers. In the last 30 years, academic medicine has rushed to embrace the reigning corporate culture, not to mention corporate money. I submit that this embrace has been at the peril of the fundamental academic and patient care missions.
Academic medical leaders need to promote better patient care, and honest, responsible teaching and research. To do so, they may have to give up some of the glitz, glamor, and cash proffered by industry. If they do not make this sacrifice, they risk losing the trust of an increasingly skeptical, if not cynical public.
Insel Admits His Statements "May be Viewed as Misleading"
Dr Bernard Carroll has posted several times, most recently here, about shenanigans by "key opinion leaders" in psychiatry whose apparently academic writing and speeches have conveyed messages in line with the marketing agendas of drug and device companies, while they downplayed or concealed their financial ties to these companies. Lately, Dr Carroll noted how the current director of the US National Institute for Mental Health (NIMH), Dr Thomas Insel, has defended Dr Charles Nemeroff, whose recent move to the University of Miami let him shed sanctions imposed by Emory University for his failure to disclose conflicts of interest while he was there. Dr Carroll wrote, "For the past three months, Insel has been trying to put some distance between himself and Nemeroff, but the public isn�t buying it. I have called his statements disingenuous...."
Dr Carroll is on vacation, so in his absence, I note the following from a brief article in the Chronicle of Higher Education:
This seems to corroborate Dr Carroll's skepticism. I wonder what other statements by Dr Insel, or Dr Nemeroff for that matter, ought to be "viewed as misleading?"
We have said repeatedly that commercially sponsored "key opinion leaders" are really part-time drug marketers disguising themselves as academics or distinguished practitioners. The deceptions inherent in these roles seem to lead to a certain habitually elastic approach to the truth.
Medical academics and practitioners will need a renewed commitment to honesty and transparency if they want to regain the respect of an increasingly skeptical, if not cynical public.
Dr Carroll is on vacation, so in his absence, I note the following from a brief article in the Chronicle of Higher Education:
The director of the National Institute of Mental Health, Thomas R. Insel, has softened his denial of a mutually helpful relationship with Charles B. Nemeroff, a university researcher found to have repeatedly collected undisclosed corporate payments. In an update to his official blog posting, Dr. Insel said his initial denial of job assistance from Dr. Nemeroff 'may be viewed as misleading,' and acknowledged that Dr. Nemeroff served in key positions related to Dr. Insel's hiring by Emory University.
This seems to corroborate Dr Carroll's skepticism. I wonder what other statements by Dr Insel, or Dr Nemeroff for that matter, ought to be "viewed as misleading?"
We have said repeatedly that commercially sponsored "key opinion leaders" are really part-time drug marketers disguising themselves as academics or distinguished practitioners. The deceptions inherent in these roles seem to lead to a certain habitually elastic approach to the truth.
Medical academics and practitioners will need a renewed commitment to honesty and transparency if they want to regain the respect of an increasingly skeptical, if not cynical public.
BLOGSCAN - Deceptive Pharmaceutical Marketing
Perhaps in honor of the recently concluded meeting organized by Dr Adriene Fugh-Berman and her colleagues at PharmedOut.org on the pharmaceutical industry and its influence on continuing medical education, three significant posts appeared this week about deceptive pharmaceutical marketing practices.
On the Health Business Blog, David Williams analyzed how a former pharmaceutical and biotechnology executive spun the Vioxx case, blaming it all on the public's risk aversion.
On the Hooked: Ethics, Medicine and Pharma Blog, Dr Howard Brody summarized two significant articles by Kalman Applbaum on complex psychological campaigns, really versions of disinformation campaigns, used to to market pharmaceuticals.
On the Carlat Psychiatry Blog, Dr Daniel Carlat published a letter about life at a medical school department lead by Dr Charles Nemeroff, one of the "key opinion leaders" most lavishly paid by pharmaceutical companies to help them market questionable drugs for questionable reasons, and giving observations on Dr Nemeroff's new career.
On the Health Business Blog, David Williams analyzed how a former pharmaceutical and biotechnology executive spun the Vioxx case, blaming it all on the public's risk aversion.
On the Hooked: Ethics, Medicine and Pharma Blog, Dr Howard Brody summarized two significant articles by Kalman Applbaum on complex psychological campaigns, really versions of disinformation campaigns, used to to market pharmaceuticals.
On the Carlat Psychiatry Blog, Dr Daniel Carlat published a letter about life at a medical school department lead by Dr Charles Nemeroff, one of the "key opinion leaders" most lavishly paid by pharmaceutical companies to help them market questionable drugs for questionable reasons, and giving observations on Dr Nemeroff's new career.
SBI Clerk Exam Pattern
SBI Clerk Exam Pattern
SBI clerk Exam Questions Are 200.
Time for 200 questions Is 135 Minutes.
sbi paper pattern::
SBI clerk paper mainly consist of 5 parts.
1) Reasoning Ability
2) Quantitative Aptitude
3) General English
4) Computer knowledge/ marketing
5) General Awareness
Here, we dont have clerkical Knowledge section.
compare to OTHER clerk exams, Sbi exam is giving much time.
| Sbi clerical paper Topics | Marks | Qualifing Marks |
|---|---|---|
| Reasoning Ability | 40 | 16 |
| Quantitative Aptitude | 40 | 16 |
| General English | 40 | 16 |
| Computer knowledge/ marketing | 40 | 16 |
| General Awareness | 40 | 16 |
Top scorers are eligible for Interview process.
For Interview Round, 1:3 people Called for Interview(For Example, If 90 posts are there, 270 people call for Interview(90 Selected, 180 Rejected).
CORPORATION BANK CLERKS RECRUITMENT 2010
CORPORATION BANK RECRUITMENT 2010 FOR 1250 CLERK JOBS
Probation: 6 Months. Total emoluments for graduates at the start of the scale in Clerical Cadre will be Rs. 9,500/- (Approx.) (Including DA & HRA) (for metro). Other benefits include Conveyance, Medical Aid, LFC and Retirement benefits, as per the bank�s rules.
ON-LINE APPLICATIONS ARE INVITED FOR APPOINTMENT IN THE CLERICAL CADRE
| Opening date for On-Line Registration : 01.07.2010 |
| Closing date for On-Line Registration : 31.07.2010 (For All Applicants, including those from Far Flung Areas) |
| Call Letters to be downloaded from website of the Bank after : 24.08.2010 |
| Likely date of Examination : 12.09.2010 |
AGE LIMIT: Not below 18 years and not above 28 years as on 01.06.2010
EDUCATIONAL QUALIFICATION : (As on the Date of Application): Graduate in any discipline with 40% or more marks in aggregate from a recognized university or its equivalent qualification. SC/ST/XS/VH/HI/OH candidates must obtain 35% marks. Computer Literacy is essential for the post.APPLICATION FEE INCLUDING OUT OF POCKET EXPENSES (non-refundable):
For SC / ST / VH / HI / OH / Ex-Servicemen - Rs. 50/-
(towards out of pocket expenses only)
(towards out of pocket expenses only)
For All Others (including OBCs) - Rs. 200/-
NOTE: 1. Application fee including out of pocket expenses should be paid in cash at any of the Branches of Corporation Bank to A/c No. 0377/CA/01/000709.
2. Payment of application fees paid /or out of pocket expenses by DD/Cheques/ Money Order/Postal Order will not be accepted.
PROBATION AND APPROXIMATE TOTAL EMOLUMENTS :2. Payment of application fees paid /or out of pocket expenses by DD/Cheques/ Money Order/Postal Order will not be accepted.
Probation: 6 Months. Total emoluments for graduates at the start of the scale in Clerical Cadre will be Rs. 9,500/- (Approx.) (Including DA & HRA) (for metro). Other benefits include Conveyance, Medical Aid, LFC and Retirement benefits, as per the bank�s rules.
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More Food Allergy Protection
Have you heard about Plane Sheets? These seat covers are perfect when flying with a food allergic passenger. Available in disposable or washable forms, Plane Sheets are the brainchild of husband and wife team, Leslie Danelian and Rick Berge. During their long distance courtship, they made themselves a plane seat cover when they realized how unsanitary plane seats can be. They realized that others may be interested in the product and created a company to sell them.
I think they're a great idea for movie theater seats and other public chairs where food residue may accumulate, causing the risk of a food allergy reaction.
Check out the great patterns and colors and pick up a few for the special food allergic person in your life. Hmmm...maybe a few child-friendly patterns may be in order for our food allergic kids...
I think they're a great idea for movie theater seats and other public chairs where food residue may accumulate, causing the risk of a food allergy reaction.
Check out the great patterns and colors and pick up a few for the special food allergic person in your life. Hmmm...maybe a few child-friendly patterns may be in order for our food allergic kids...
Names of Angles
Names of Angles
As the Angle Increases, the Name Changes
| Type of Angle | Description | |
|---|---|---|
| Acute Angle | an angle that is less than 90� | |
| Right Angle | an angle that is 90� exactly | |
| Obtuse Angle | an angle that is greater than 90� but less than 180� | |
| Straight Angle | an angle that is 180� exactly | |
| Reflex Angle | an angle that is greater than 180� |
Be Careful What You Measure
 |  |
This is an Obtuse Angle. | And this is a Reflex Angle. |
| But the lines are the same ... so when naming the angles make sure that you know which angle is being asked for! | |
 | Parts of an AngleThe corner point of an angle is called the vertexAnd the two straight sides are called arms The angle is the amount of turn between each arm. |
Labelling Angles
| There are two main ways to label angles: 1. by giving the angle a name, usually a lower-case letter like a or b, or sometimes a Greek letter like a (alpha) or ? (theta) 2. or by the three letters on the shape that define the angle, with the middle letter being where the angle actually is (its vertex). Example angle "a" is "BAC", and angle "?" is "BCD" |  |
Tuesday, June 29, 2010
Medical transcription: Outsource the right way!
Medical transcription is an important contributor to the smooth running of a healthcare facility. It is important for medical transcription be accurate, timely, reasonably priced and transmitted through secure channels. Outsourcing medical transcription to the right service provider can make this possible.
However while outsourcing such a vital function as medical transcription, care needs to be taken to prepare the groundwork for outsourcing:
Preparing the groundwork for outsourcing: Outsourcing a vital part of the healthcare process to a service provider is essentially like taking on a long-term business partner. Thereby it is important that the decision to outsource is based on inputs from every department affected by the decision.
What are the factors to be considered before outsourcing medical transcription?
a)Consulting staff: The services of the medical transcription service provider are going to be used by not only healthcare professionals, but also support staff, billing department and Information technology department. It is important to get inputs from all the people who are directly or indirectly affected by medical transcription so that the right service provider is selected.
b)Drawing up objective criteria for evaluation: It is important to have a clear objective for the outsourcing plan; this enables the healthcare facility to evaluate the medical transcription service provider thoroughly. The criteria for outsourcing could be varied, it could be cutting costs, streamlining transcription flow, reducing turnaround time or improving quality. Sometimes it could be a combination of one or more of the objectives.
c)Follow up references: Instead of taking the promises/claims made by the service provider it is important to check the references provided by the medical transcription service provider to ensure that they can deliver the promises made by them.
d)Analyze quoted price thoroughly: The billing methods used in medical transcription are varied and are subject to manipulation. The price quoted by the medical transcription service provider cannot be taken at face value, it is important to know the components of cost to be able to compare the prices quoted by different providers in an equitable manner.
e)Focus on factors beyond price: Medical transcription plays a long-term role by documenting the patient data. This information could be called upon in the future for various purposes, including litigation. It is important to weigh factors like the capability of the medical transcription service provider in providing similar services, quality of reports, the skill set of medical transcriptionists, adoption to EMR and archiving capabilities in addition to the cost factor.
f)Consider future requirements: It is important to choose a service provider who has the capability to grow along with the future requirements of the healthcare facility. Factors like increasing volumes, adding on new specialties will affect the level of service required. The service provider needs to be evaluated on the basis of their ability to service future requirements
g)Consider technological compatibility: Technology has changed the way medical transcription works. Information Technology (IT) has made the process simpler, quicker and more secure. It is important to evaluate the service provider on the basis of technological capabilities and whether further investment is required on the healthcare facility’s behalf before availing the services.
h)Avail free trial: It is important to test the services of the medical transcription service provider by availing a free trial before actually signing the agreement.
i)Contract evaluation: The contract is the document that specifies the service level expected. It is important to study the contract carefully for clauses that are binding and consider their impact before signing. Points like restricting use of subcontractors, provisions for HIPAA and HITECH compliance need to be included in the contract document.
TransDyne is a leading provider of outsourced medical transcription services that has anticipated the needs of healthcare facilities and designed their services accordingly. TransDyne offers medical transcription at reasonable prices, done by expert medical transcriptionists with a very quick turnaround time executed through secure HIPAA and HITECH compliant channels, with very high levels of accuracy and all this with technology that is advanced but easy to use.
To benefit from outsourced medical transcription services by TransDyne, click here.
WellPoint: Don't Know Much About Computer Programming; Aetna: Don't Know Much About Mathematics
Big US based health care insurance companies have not been covering themselves in glory in the last week.
Aetna's Math Errors
First, there was the case of Aetna's mathematical prowess, e.g., as reported by the Los Angeles Times:
Of course, Aetna tried to minimize the story:
However,
Of course, somehow the errors all were in Aetna's favor:
WellPoint's Computer Errors
A few minutes ago, the Associated Press reported:
Note that this security breach was potentially serious:
This is not the first time WellPoint's computers and software have violated the privacy of its applicants or customers:
Summary
Of course, everyone makes mistakes. However, one would expect that at least health insurance companies/ managed care organizations ought to be able to do the math necessary to support their rate proposals correctly, and keep their policy-holders' and applicants' personal information confidential. These would seem to be fundamental competencies that such organizations ought to display. Of course, one can find other examples of lack the lack of competency (and worse) displayed by both Aetna and WellPoint.
Furthermore, anyone can make mistakes, but in the real world, those who preside over such mistake-prone enterprises often do not do too well. However, in the bizarre world of large health care organizations, the executives who preside over the ongoing bumbling just make more and more money, under the pretense that their continuing brilliant leadership just leads to one triumph after another.
As we noted here, WellPoint CEO Angela Braly's total compensation increased in 2009 to an outsized $13.1 million, with the executives just underneath her paid proportionately well. Per its 2010 proxy statement, WellPoint's
I suspect that WellPoint's members' expectations did not include the three computer security breaches noted above.
Similarly, according to its 2010 proxy statement, Aetna CEO Ronald A Williams' total compensation in 2009 was a mere $18,058,162. Other top executives made proportionate amounts, from more than $1 million to more than $12 million. The rationale underlying executive compensation includes:
To me, avoiding mathematical errors in calculating policy premiums ought to be part of the company's goals linked to its business strategy.
An old rock song that starts with "don't know much about history," may have a certain charm. Health insurance companies that cannot accurately calculate premiums or protect the confidentiality of policy-holders' computerized data has none.
As long as "imperial CEOs" can continue to get extremely rich while presiding over incompetence and stupidity, if not worse (see here), we can expect the foolishness to continue. Meanwhile, the foolishness drives up costs and drives down quality of health care for the poor suffering patients, let alone the physicians and other health care professionals who must deal with it.
To really reform health care, we need to provide incentives for competent, honest leadership, and make that leadership accountable for its shortcomings.
Aetna's Math Errors
First, there was the case of Aetna's mathematical prowess, e.g., as reported by the Los Angeles Times:
A second insurance company in California has killed plans for double-digit rate hikes for individual policyholders because of errors in its filing that would have inflated premiums, state regulators said Thursday.
Connecticut-based Aetna Inc. had sought an average 19% increase in rates for its 65,000 individual customers, but pulled back after multiple math errors in its paperwork were found by its own staff and by an independent consultant working for the state.
Aetna's decision follows a similar move by Anthem Blue Cross, which canceled a rate increase of as much as 39% for many of its 800,000 California policyholders in April after the state consultant found calculation errors in its filing with the California Insurance Department.
Of course, Aetna tried to minimize the story:
An Aetna spokeswoman said the company found 'a miscalculation not previously detected' when it conducted a third round of internal reviews.
'This was a simple human error,' said spokeswoman Anjanette Coplin, who did not elaborate.
However,
'There were multiple errors � in the way [Aetna] annualized premiums and in the compounding of the rate increase,' said state Insurance Department spokesman Darrel Ng.
Of course, somehow the errors all were in Aetna's favor:
Even with the new disclosure requirements, regulators have limited authority to block rate increases. They can do so only if insurers fail to spend at least 70% of their premiums on medical claims.
In Aetna's recent rate filing, the insurer said its plan met the 70% minimum. But once the errors were identified, medical-claim spending fell below the 70% requirement. The proposed rates were higher than they should have been, officials said.
WellPoint's Computer Errors
A few minutes ago, the Associated Press reported:
WellPoint Inc. has notified 470,000 individual insurance customers that medical records, credit card numbers and other sensitive information may have been exposed in the latest security breach of the health insurer's records.
The Indianapolis company said the problem stemmed from an online program customers can use to track the progress of their application for coverage. It was fixed in March.
Spokeswoman Cynthia Sanders said an outside vendor had upgraded the insurer's application tracker last October and told the insurer all security measures were back in place.
But a California customer discovered that she could call up confidential information of other customers by manipulating Web addresses used in the program. Customers use a Web site and password to track their applications.
Note that this security breach was potentially serious:
WellPoint's security breach doesn't crack the top 10 in terms of number of people who may have had information exposed, said Paul Stephens, the [Privacy Rights Clearinghouse]organization's director of policy and advocacy. Even so, he labeled the breach 'very serious' because it possibly involved both financial and medical information.
This is not the first time WellPoint's computers and software have violated the privacy of its applicants or customers:
Two years ago, WellPoint offered free credit monitoring after it said personal information for about 128,000 customers in several states had been exposed online. In 2006, backup computer tapes containing the personal information of 200,000 of its members were stolen from a Massachusetts vendor's office.
Summary
Of course, everyone makes mistakes. However, one would expect that at least health insurance companies/ managed care organizations ought to be able to do the math necessary to support their rate proposals correctly, and keep their policy-holders' and applicants' personal information confidential. These would seem to be fundamental competencies that such organizations ought to display. Of course, one can find other examples of lack the lack of competency (and worse) displayed by both Aetna and WellPoint.
Furthermore, anyone can make mistakes, but in the real world, those who preside over such mistake-prone enterprises often do not do too well. However, in the bizarre world of large health care organizations, the executives who preside over the ongoing bumbling just make more and more money, under the pretense that their continuing brilliant leadership just leads to one triumph after another.
As we noted here, WellPoint CEO Angela Braly's total compensation increased in 2009 to an outsized $13.1 million, with the executives just underneath her paid proportionately well. Per its 2010 proxy statement, WellPoint's
Total Rewards compensation program is designed to attract, engage, motivate and retain a talented team of executive officers and to appropriately reward those executive officers for their contributions to our business and our members. We seek to accomplish this goal in a way that is closely aligned with the long-term interests of our shareholders and the expectations of our members and health care providers.
I suspect that WellPoint's members' expectations did not include the three computer security breaches noted above.
Similarly, according to its 2010 proxy statement, Aetna CEO Ronald A Williams' total compensation in 2009 was a mere $18,058,162. Other top executives made proportionate amounts, from more than $1 million to more than $12 million. The rationale underlying executive compensation includes:
We seek to implement a pay-for-performance philosophy by tying a significant portion of our executives� compensation to their achievement of financial and other goals that are linked to the Company�s business strategy and each executive�s contributions towards the achievement of those goals.
To me, avoiding mathematical errors in calculating policy premiums ought to be part of the company's goals linked to its business strategy.
An old rock song that starts with "don't know much about history," may have a certain charm. Health insurance companies that cannot accurately calculate premiums or protect the confidentiality of policy-holders' computerized data has none.
As long as "imperial CEOs" can continue to get extremely rich while presiding over incompetence and stupidity, if not worse (see here), we can expect the foolishness to continue. Meanwhile, the foolishness drives up costs and drives down quality of health care for the poor suffering patients, let alone the physicians and other health care professionals who must deal with it.
To really reform health care, we need to provide incentives for competent, honest leadership, and make that leadership accountable for its shortcomings.
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The Indian Health Service Interoperability Plan
As part of the Greater Boston Beacon Community Grant resubmission, the grant collaborators worked with the DOD/VA and Indian Health Service to ensure we could seamlessly exchange data required for care coordination and population health. Developing the plan required that we understood the interoperability strategy of the DOD/VA and Indian Health Service.
Today I'll focus on the Indian Health Service.
Here's a strategic overview of the IHS interoperability plan provided by IHS CTO Mike Danielson.
The architecture follows the NHIN Exchange approach using NHIN Connect software. Interactions with IHS will be "pulls" and "pushes" using XDS.b
IHS hopes to have widescale production use of their interoperability infrastructure by the end of 2011.
At the moment, they are watching the NHIN Direct project with great interest. Presumably, since the NHIN Direct effort will plug into the NHIN Exchange effort, small provider offices will be able to post clinical records to IHS via NHIN Direct. The strategy will become clearer as NHIN Direct evolves.
Monday, June 28, 2010
Battles and Wars Outside India
Battles and Wars Outside India
Battle of Marathon (490 B.C.)�This battle was fought between the Greeks and Persians in 490 B.C. A small Greek Army defeated much larger Persian force.
Battle of Hastings (1066 A.D.)�This war was fought between England and Normans in 1066 A.D. King Harold of England was defeated and England came under the Norman control.
�Hundred Years� War (1338-1453)�It was fought between France and England. The war was brought to an end by the sacrifice of Joan of Arc.
War between Henry VII and Richard (1455-85)�It was a civil war fought in 1455-85 between Henry VII and Richard (The Duke of York) both claiming the British throne on Henry VI�s death. Richard was defeated in this war.
Defeat of Spanish Armada (1588)�The British fleet defeated Spanish Armada. The British supremacy over the seas was established. Also, it led to renaissance in English life and literature.
Civil War in England (1642-49)�It was fought between the Parliament and Charles I of England.
War of Spanish Succession (1702)�It was fought between England and France in 1702. The latter were defeated.
Battle of Blenheim (1704)�England and Austria defeated the French and Bavarians.
Seven Years War (1756-63)�England and Prussia defeated Austria, France, Poland and Russia. It was caused by a revolutionary change in the diplomatic pattern.
American War of Independence (1776-83)�It was fought during 1776-1783. In this war, George Washington defeated the English forces and America became independent.
Battle of the Nile (1798)�A naval fight between British and French fleet in 1798. The British fleet commanded by Nelson was victorious.
Battle of Trafalgar (1805)�The British fleet under Nelson defeated the combined line of French and Spanish fleet.
Battle of Waterloo (1815)�The British under Duke of Wellington defeated Napolean. Napolean was captured and exiled to St. Helena where he died in 1821.
Crimean War (1854-56)�It was fought during 1854-56 between Russia and the combined forces of England, France and Turkey.
American Civil War (1861-65)�This was fought during 1861-65 between the Northern and Southern States of America.
Boer War (1889-1901)�This war was fought between British and Dutch forces in 1889-1901 in South Africa.
Sino Japanese War (1894-95)�Japan defeated China and occupied Formosa and Korea.
Russo-Japanese War (1904-05)�Also known as the Battle of the sea of Japan. The Japanese fleet defeated the Russian fleet. It led to the emergence of the wave of Asian resurgence.
World War I (1914-18)�The Allied Powers (Britain, France, U.S.A., Belgium) etc. defeated Germany and her associated powers.
World War II (1939-45)�The Allies (Britain, France, U.S.A. and Russia and Benelux countries etc. defeated the Axis Powers (Germany, Italy and Japan).
Battle of El-Alamein (1942)�The Allies Victory during the Second World War and retreat of Field Marshal General Rommel�s forces.
Korean War (1950-53)�It was fought between North and South Korea from 1950 to 1953 A.D.
4th Arab-Israel War (Oct. 1973)�An indecisive war led to Geneva Peace Conference on West Asia (Dec. 1973).
China-Vietnam War (Feb. 1979)�China invaded Vietnam and overran a large chunk of Vietnamese territory. It however, proclaimed ceasefire in the following month and withdrew its forces.
Iran-Iraq War (Oct. 1980-Aug. 1988)
Falkland War (1983)�It was fought between Britain and Argentina.
U.S.-Panama War (1989)�It was fought between United States and Panama.
Gulf War (Jan. 17, 1991-Feb. 26, 1991)�It was fought between multinational forces led by the U.S.A. and Iraq.
Gulf War-2 (March 20, 2003 to April 2003)�The US led coalition forces launched a full scale attack on Iraq on March 20, 2003. It made use of the latest and the fiercest weaponry to subdue the Iraqi forces. Baghdad fell on April 9, 10 and other cities followed suit. By April 20 the coalition armies were in full control of Iraq. It marked the downfall of President Saddam Hussein. The coalition forces however, found it difficult to face the resistance of Iraqi freedom fighters and, therefore, fixed June 30, 2004, as the date for handing over sovereignty to Iraq. However, political authority was transferred by the U.S. led coalition to Interim Iraqi government on June 28, 2004, i.e. two days ahead of the scheduled date. General Elections were held in Iraq on Jan. 30, 2005 to elect an Assembly which would frame a Constitution for Iraq. The elections returned the Shias in majority. This Assembly would complete the Constitution making process by August 15, 2005. This Constitution will be ratified by the people in a referendum by October 2005. The new Government would be elected under this very Constitution. Meanwhile new government was formed in Iraq on April 28, 2005 by the first democratically elected Prime Minister Ibrahim-el-Jaafari. The Parliament also accorded its approval to it the same day.
The Draft constituion prepared under the present arrangements was put to referendum on Oct. 15, 2005. Its enforcement was subject to its ratification by the people in the referendum. The result of the referendum was announced on Oct. 25, 2005. The Iraqi people gave their overwhelming support to the new Constitution in the referendum. A new government was formed in Iraq under this Constitution with Ibrahim al-Jaafari taking over on Feb. 12, 2006 as the Prime Minister. Later, he was replaced by Nuri-al-Maliki. Jalal Talabani was re-elected as President of Iraq. The country is passing through orgies of violence and normalcy seems yet a distant dream.
Battle of Panipat
Battles and Wars in India
Battles and Wars in India
Battle of Hydaspes�In 326 B.C. when Alexander, the great had to turn back from Hydaspes (Beas) when his troops refused to march into India against the Nanda Empire.
Battle of Kalinga�It was fought in 361 B.C. between Ashoka, the great and the king of Kalinga. The war resulted in considerable loss of life and brought misery and suffering to the people. Its impression on Ashoka was so great that he not only turned a Buddhist, but renounced war and violence.
1st Battle of Tarain (1191 A.D.)�Prithvi Raj defeated Mohd. Gauri.
2nd Battle of Tarain (1192 A.D.)�Mohd. Gauri defeated Prithvi Raj and paved the way for Muslim rule in India.
First Battle of Panipat (1526)�Babur defeated Ibrahim Lodi. This laid the foundation of Mughal rule in India.
Second Battle of Panipat (1556)�Akbar defeated Hemu. It ended the Afgan Rule and the way was cleared for Mughal rule.
Battle of Talikota (1565)�The united alliance of Bijapur, Bidar, Ahmednagar and Golkunda under Hussain Nizam Shah defeated Ram Raja of Vijaynagar. It sealed the fate of the Hindu Kingdom of Vijaynagar.
Battle of Haldighati (1576)�Akbar defeated Rana Pratap. The latter had to take refuge in remote fortresses.
Battle of Plassey (1757)�The British under Lord Clive defeated Sirajuddaulah. It laid foundation of the British Rule in India.
Third Battle of Panipat (1761)�Ahmed Shah Abdali defeated the Marahattas. The Marahatta power suffered an irreparable loss.
Battle of Buxer (1764)�The British under Sir Hector Munro defeated the Muslim army under three Mohammadan leaders : Mir Qasim, Shuja-ud-daulha and Shah Alam II. The battle made the British Supreme in India.
The First Sikh War (1845)�The Sikh Army crossed Sutlej in 1845 at which the East India Company declared war. British occupied Lahore and forced the Sikhs to accept humiliating terms of peace.
The Second Sikh War (1849)�A drawn battle was fought between the English and the Sikhs at Chelianwala in which the English appeared to have suffered heavy losses.
Indo-Pak War (1965)�An indecisive war between India and Pakistan. It led to �Taskent Pact� between the two countries.
Indo-Pak War (1971)�Indian forces in joint command with Bangladesh Army accepted the surrender of the Pak Army in Bangladesh. War in the western sector came to an end as a result of cease-fire on Dec. 17. Bangladesh was liberated.
Battle of Kalinga�It was fought in 361 B.C. between Ashoka, the great and the king of Kalinga. The war resulted in considerable loss of life and brought misery and suffering to the people. Its impression on Ashoka was so great that he not only turned a Buddhist, but renounced war and violence.
1st Battle of Tarain (1191 A.D.)�Prithvi Raj defeated Mohd. Gauri.
2nd Battle of Tarain (1192 A.D.)�Mohd. Gauri defeated Prithvi Raj and paved the way for Muslim rule in India.
First Battle of Panipat (1526)�Babur defeated Ibrahim Lodi. This laid the foundation of Mughal rule in India.
Second Battle of Panipat (1556)�Akbar defeated Hemu. It ended the Afgan Rule and the way was cleared for Mughal rule.
Battle of Talikota (1565)�The united alliance of Bijapur, Bidar, Ahmednagar and Golkunda under Hussain Nizam Shah defeated Ram Raja of Vijaynagar. It sealed the fate of the Hindu Kingdom of Vijaynagar.
Battle of Haldighati (1576)�Akbar defeated Rana Pratap. The latter had to take refuge in remote fortresses.
Battle of Plassey (1757)�The British under Lord Clive defeated Sirajuddaulah. It laid foundation of the British Rule in India.
Third Battle of Panipat (1761)�Ahmed Shah Abdali defeated the Marahattas. The Marahatta power suffered an irreparable loss.
Battle of Buxer (1764)�The British under Sir Hector Munro defeated the Muslim army under three Mohammadan leaders : Mir Qasim, Shuja-ud-daulha and Shah Alam II. The battle made the British Supreme in India.
The First Sikh War (1845)�The Sikh Army crossed Sutlej in 1845 at which the East India Company declared war. British occupied Lahore and forced the Sikhs to accept humiliating terms of peace.
The Second Sikh War (1849)�A drawn battle was fought between the English and the Sikhs at Chelianwala in which the English appeared to have suffered heavy losses.
Indo-Pak War (1965)�An indecisive war between India and Pakistan. It led to �Taskent Pact� between the two countries.
Indo-Pak War (1971)�Indian forces in joint command with Bangladesh Army accepted the surrender of the Pak Army in Bangladesh. War in the western sector came to an end as a result of cease-fire on Dec. 17. Bangladesh was liberated.
Medical transcription outsourcing: The benefits of doing it the right way!
Medical transcription is the process of converting the audio records of the patient-healthcare professional encounter into text format. Outsourcing medical transcription ensures that patient records are available on time, the cost per line of medical transcription is reduced and the receivables cycle is accelerated.
Apart from the above-mentioned benefits, outsourcing medical transcription has far reaching benefits that permeate every level of a healthcare facility.
What are the benefits of outsourcing medical transcription to a professional service provider?
To understand the benefits of outsourcing medical transcription, it is important to see how medical transcription outsourcing benefits different departments.
Management team: By outsourcing medical transcription the management of a healthcare facility can benefit from the following:
- Savings on investment to be made for computers, furniture and other equipment for the medical transcription process
- Savings on investing and upgrading technology required for medical transcription
- Time saved on reconciling the billed amounts with the services rendered due to the transparent billing method used by the medical transcription service provider
- Reduced cost per line of transcription leading to savings
Administrative team: Outsourcing medical transcription can benefit the administrative staff of a healthcare facility in the following:
- No hassle of recruiting, training and retaining medical transcriptionists
- No hassles of managing turnaround time or accuracy in the finished documents
- The onus of taking precautions for HIPAA and HITECH during the process of transcription is passed on to the medical transcription service provider
Healthcare professionals: The doctors or other healthcare professionals who are actually dictating the audio files benefit from outsourced medical transcription services in the following manner:
- Healthcare professionals are allowed to retain their familiar modes of dictation, which gives them the flexibility of managing their time in the best way possible
- Outsourced medical transcription provides additional support to healthcare professionals in the form of powerful archiving facilities, which makes it easier for healthcare professionals to trace files in an easy and hassle-free manner helping them make informed decisions
Support staff team: Outsourced medical transcription provides additional benefits to the support staff like:
- Remote printing and faxing
- Facility to correct/edit reports online
- Searching and locating reports when required by the healthcare professionals
Information technology team: Outsourced medical transcription services benefit the Information technology staff by freeing their time from medical transcription related information technology requirements by taking care of the following requirements:
- Interfacing with the EMR/EHR
- Redundancy and backup requirements
- By installing and upgrading software/hardware required for medical transcription.
Outsourcing medical transcription needs to a professional service provider like TransDyne offers healthcare facilities complete solutions for all their medical transcription needs. TransDyne offers medical transcription at reasonable prices, done by expert medical transcriptionists with a very quick turnaround time executed through secure HIPAA and HITECH compliant channels, with very high levels of accuracy and all this with technology that is advanced but easy to use.
To benefit from outsourced medical transcription services by TransDyne, click here.
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CIVILS GENERAL STUDIES REFERENCE BOOKS
| S.No. | Name | Author / Publisher |
|---|---|---|
| 1 | An Introduction to the Constitution of India | D.D.Basu |
| 2 | Perspectives on Indian Constitution | Edited by Subash Kashyap |
| 3 | Biology for VIII-X Std | NCERT |
| 4 | Physics for VIII-X Std | NCERT |
| 5 | Chemistry for VIII-X Std | NCERT |
| 6 | Anatomy & Physiology for Nurses Courses | Evelyn Pearce |
| 7 | Know your body | Reader�s Digest |
| 8 | An Evolution of Indian Economy | I.C.Dhingra (Sultan Chand & Co) |
| 9 | Indian Economy | Dutt & Sundaram |
| 10 | Economic Survey of India | Government of India |
| 11 | General Principles of World Geography | Charles Farro |
| 12 | Monsoon Asia | Charles Farro |
| 13 | Physical Geography of India for VII � XII Std | NCERT |
| 14 | Any Good School Atlas | |
| 15 | Ancient India for VII-XII Std | NCERT |
| 16 | Medieval India for VII-XII Std | NCERT |
| 17 | Modern India | Bipin Chandra |
| 18 | History of Modern India | A.C.Banerjee |
| 19 | The Hindu & Times of India | Newspapers |
| 20 | Frontline and Political & Economic weekly | Periodicals |
| 21 | Yojana & World Focus | Periodicals |
| 22 | Statistical Methods | S.C.Gupta |
IAS Pre REFERENCE BOOKS
Mathematics
|
IAS Main REFERENCE BOOKS
Mathematics
|
