Minggu, 04 Agustus 2013
Terus Belajar Memahami Rumah Sakit
Memahami Rumah Sakit memang sangat rumit namun sebenarnya sangat mudah dipelajari. Rumah sakit adalah sebuah tim, sehebat apapun Direkturnya atau manajemennya atau dokter yang ada didalamnya jika tidak bisa bekerja bersama tim maka akan sangat sulit membangun rumah Sakit. Semoga saya bisa belajar dari anda semua walaupun hanya keluhan yang ada di rumah sakit daerah (Pemerintah) atau Rumah sakit Swasta
Selasa, 15 Maret 2011
Ini Yang Pertama Di Translate
Policymakers hope that a major portion of U.S. patients will use electronic
medical records by 2014. That ambitious deadline was set to
make sure that usage increases enough that doctors are willing to invest
the necessary resources in digital communications and that the health care
system becomes more efficient and effective at caregiving. The public must
embrace technology if health care providers are to reap the economies of
scale possible through increased expenditures on technology.
However, cost remains a major barrier to the adoption of new technology.
According to a study of electronic medical records in primary
care, installation of electronic records cost $13,100 per provider per
year, including software, hardware, support services, and maintenance.
That would bring the total expenditure over a five-year period to
$46,400. Benefits in terms of savings on transcription, billing, and
administration were estimated at $5,700 in year 1; $24,300 in year 2;
$24,300 in year 3; $50,300 in year 4; and $50,300 in year 5, for a fiveyear
total of $154,900. That results in a net benefit of $108,500 with a
present value of $86,400.
Training is important with these systems because surveys indicate that
initially medical professionals find them difficult to use. Most professional
systems have multiple screens, various options, and a variety of navigational
approaches. Learning to use these systems involves a considerable
investment of time up front, with the payoff coming several years down
the road. In an industry with extensive time and cost pressures, such barriers
make it difficult to implement this kind of improvement.
One case study of an internal medicine practice that implemented electronic
medical records found that both personal and financial costs were
quite high. The total cost of the system was $140,000. Both staff and
doctors had to undergo extensive training on data entry and system
maintenance. Midway through implementation, the system was attacked
by a virus, which led to an extensive drain on staff time. Moving to the
electronic system required a redesign of office work flow and daily routines.
Although all providers concluded that the transition was worthwhile,
the doctors felt that small medical offices would not be able to
adopt an electronic system unless financial assistance was provided. Their
view was that a subsidy of at least $12,000 per physician per year would
be required to convince recalcitrant doctors to move in this direction.
medical records by 2014. That ambitious deadline was set to
make sure that usage increases enough that doctors are willing to invest
the necessary resources in digital communications and that the health care
system becomes more efficient and effective at caregiving. The public must
embrace technology if health care providers are to reap the economies of
scale possible through increased expenditures on technology.
However, cost remains a major barrier to the adoption of new technology.
According to a study of electronic medical records in primary
care, installation of electronic records cost $13,100 per provider per
year, including software, hardware, support services, and maintenance.
That would bring the total expenditure over a five-year period to
$46,400. Benefits in terms of savings on transcription, billing, and
administration were estimated at $5,700 in year 1; $24,300 in year 2;
$24,300 in year 3; $50,300 in year 4; and $50,300 in year 5, for a fiveyear
total of $154,900. That results in a net benefit of $108,500 with a
present value of $86,400.
Training is important with these systems because surveys indicate that
initially medical professionals find them difficult to use. Most professional
systems have multiple screens, various options, and a variety of navigational
approaches. Learning to use these systems involves a considerable
investment of time up front, with the payoff coming several years down
the road. In an industry with extensive time and cost pressures, such barriers
make it difficult to implement this kind of improvement.
One case study of an internal medicine practice that implemented electronic
medical records found that both personal and financial costs were
quite high. The total cost of the system was $140,000. Both staff and
doctors had to undergo extensive training on data entry and system
maintenance. Midway through implementation, the system was attacked
by a virus, which led to an extensive drain on staff time. Moving to the
electronic system required a redesign of office work flow and daily routines.
Although all providers concluded that the transition was worthwhile,
the doctors felt that small medical offices would not be able to
adopt an electronic system unless financial assistance was provided. Their
view was that a subsidy of at least $12,000 per physician per year would
be required to convince recalcitrant doctors to move in this direction.
Translate coba
One of the obstacles to the adoption of new systems is the absence of
common technical standards for electronic medical records. Each health practice has to choose its own software and hardware configuration
from many different sources, and it is difficult to know which is the
best. No one wants to invest money in a system if it cannot communicate
with those of other providers. Interoperability, or the ability of technology
systems to communicate with one another, is a major problem.
When health care providers use different hardware and software systems,
communicating across different platforms is a challenge. It slows
the pace of innovation, and it is costly and frustrating for all involved.
Some states have solved the problem of lack of uniform standards by
letting a dominant local player dictate the market. In Tennessee, for
example, Governor Phil Breeden approved comprehensive health care
reform to control pharmacy spending, limit personal health benefits, and
provide for health insurance cost sharing with employees. Vanderbilt
University developed a quality information system that integrated existing
office systems of local medical professionals on an incremental basis,
giving them excellent interoperability with regional systems. That simplified
the choice for local medical professionals because many of them
were able to adopt the same recordkeeping system.
Some writers have called for improved federal support for health
information systems. In recent years, the national government has provided
subsidies for new systems, but primarily in the area of billing, not
medical records. That has limited the ability of the industry to move
ahead while highlighting the importance of the federal role in technological
innovation. In effect, a two-tiered system has emerged in which
larger practices have the resources to invest in technology while smaller
practices do not. Federal officials could have a very positive effect by
writing uniform standards, providing financial support, and promoting
interoperability of technical systems.
The federal government has provided new incentives for doctors to
adopt electronic medical records. In 2008, the Medicare program
announced a trial program in which providers who move from paper to
electronic recordkeeping will receive higher Medicare payments to compensate
for the extra time that they take to complete online prescriptions
or enter test results.40 Individual physicians will receive up to $58,000
over five years to participate in the program. Those who have joined the
program feel it has improved the quality of health care and helped them
avoid treatment or prescription errors.
common technical standards for electronic medical records. Each health practice has to choose its own software and hardware configuration
from many different sources, and it is difficult to know which is the
best. No one wants to invest money in a system if it cannot communicate
with those of other providers. Interoperability, or the ability of technology
systems to communicate with one another, is a major problem.
When health care providers use different hardware and software systems,
communicating across different platforms is a challenge. It slows
the pace of innovation, and it is costly and frustrating for all involved.
Some states have solved the problem of lack of uniform standards by
letting a dominant local player dictate the market. In Tennessee, for
example, Governor Phil Breeden approved comprehensive health care
reform to control pharmacy spending, limit personal health benefits, and
provide for health insurance cost sharing with employees. Vanderbilt
University developed a quality information system that integrated existing
office systems of local medical professionals on an incremental basis,
giving them excellent interoperability with regional systems. That simplified
the choice for local medical professionals because many of them
were able to adopt the same recordkeeping system.
Some writers have called for improved federal support for health
information systems. In recent years, the national government has provided
subsidies for new systems, but primarily in the area of billing, not
medical records. That has limited the ability of the industry to move
ahead while highlighting the importance of the federal role in technological
innovation. In effect, a two-tiered system has emerged in which
larger practices have the resources to invest in technology while smaller
practices do not. Federal officials could have a very positive effect by
writing uniform standards, providing financial support, and promoting
interoperability of technical systems.
The federal government has provided new incentives for doctors to
adopt electronic medical records. In 2008, the Medicare program
announced a trial program in which providers who move from paper to
electronic recordkeeping will receive higher Medicare payments to compensate
for the extra time that they take to complete online prescriptions
or enter test results.40 Individual physicians will receive up to $58,000
over five years to participate in the program. Those who have joined the
program feel it has improved the quality of health care and helped them
avoid treatment or prescription errors.
Translate
Policymakers hope that a major portion of U.S. patients will use electronic
medical records by 2014.32 That ambitious deadline was set to
make sure that usage increases enough that doctors are willing to invest
the necessary resources in digital communications and that the health care
system becomes more efficient and effective at caregiving. The public must
embrace technology if health care providers are to reap the economies of
scale possible through increased expenditures on technology.
However, cost remains a major barrier to the adoption of new technology.
According to a study of electronic medical records in primary
care, installation of electronic records cost $13,100 per provider per
year, including software, hardware, support services, and maintenance.
That would bring the total expenditure over a five-year period to
$46,400. Benefits in terms of savings on transcription, billing, and
administration were estimated at $5,700 in year 1; $24,300 in year 2;
$24,300 in year 3; $50,300 in year 4; and $50,300 in year 5, for a fiveyear
total of $154,900. That results in a net benefit of $108,500 with a
present value of $86,400.33
Training is important with these systems because surveys indicate that
initially medical professionals find them difficult to use. Most professional
systems have multiple screens, various options, and a variety of navigational
approaches.34 Learning to use these systems involves a considerable
investment of time up front, with the payoff coming several years down
the road. In an industry with extensive time and cost pressures, such barriers
make it difficult to implement this kind of improvement.
One case study of an internal medicine practice that implemented electronic
medical records found that both personal and financial costs were
quite high. The total cost of the system was $140,000. Both staff and
doctors had to undergo extensive training on data entry and system
maintenance. Midway through implementation, the system was attacked
by a virus, which led to an extensive drain on staff time. Moving to the
electronic system required a redesign of office work flow and daily routines.
Although all providers concluded that the transition was worthwhile,
the doctors felt that small medical offices would not be able to
adopt an electronic system unless financial assistance was provided. Their
view was that a subsidy of at least $12,000 per physician per year would
be required to convince recalcitrant doctors to move in this direction.
medical records by 2014.32 That ambitious deadline was set to
make sure that usage increases enough that doctors are willing to invest
the necessary resources in digital communications and that the health care
system becomes more efficient and effective at caregiving. The public must
embrace technology if health care providers are to reap the economies of
scale possible through increased expenditures on technology.
However, cost remains a major barrier to the adoption of new technology.
According to a study of electronic medical records in primary
care, installation of electronic records cost $13,100 per provider per
year, including software, hardware, support services, and maintenance.
That would bring the total expenditure over a five-year period to
$46,400. Benefits in terms of savings on transcription, billing, and
administration were estimated at $5,700 in year 1; $24,300 in year 2;
$24,300 in year 3; $50,300 in year 4; and $50,300 in year 5, for a fiveyear
total of $154,900. That results in a net benefit of $108,500 with a
present value of $86,400.33
Training is important with these systems because surveys indicate that
initially medical professionals find them difficult to use. Most professional
systems have multiple screens, various options, and a variety of navigational
approaches.34 Learning to use these systems involves a considerable
investment of time up front, with the payoff coming several years down
the road. In an industry with extensive time and cost pressures, such barriers
make it difficult to implement this kind of improvement.
One case study of an internal medicine practice that implemented electronic
medical records found that both personal and financial costs were
quite high. The total cost of the system was $140,000. Both staff and
doctors had to undergo extensive training on data entry and system
maintenance. Midway through implementation, the system was attacked
by a virus, which led to an extensive drain on staff time. Moving to the
electronic system required a redesign of office work flow and daily routines.
Although all providers concluded that the transition was worthwhile,
the doctors felt that small medical offices would not be able to
adopt an electronic system unless financial assistance was provided. Their
view was that a subsidy of at least $12,000 per physician per year would
be required to convince recalcitrant doctors to move in this direction.
Selasa, 19 Oktober 2010
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DENGAN HARGA BERSAING DAN BERAGAM WARNA.
HARGA: Rp.199.000
PEMESANAN:
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TLP : 085.29555.7059
Minggu, 12 September 2010
Kewirausahan Kesehtan
KULIAH : KEWIRAUSAHAAN KESEHATAN MASYRAKAT
Dosen : Siti Nurhayati, Mkes
Tugas Individu : membuat Proposal rencana Usaha
Tugas Kelompok :
Dosen : Siti Nurhayati, Mkes
Tugas Individu : membuat Proposal rencana Usaha
Tugas Kelompok :
- Membuat e-commerce Di Google Adsense
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