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ST0-136 - Symantec System Recovery 2011 Technical(R) Assessment - BrainDump Information

Vendor Name : Symantec
Exam Code : ST0-136
Exam Name : Symantec System Recovery 2011 Technical(R) Assessment
Questions and Answers : 111 Q & A
Updated On : November 16, 2018
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ST0-136 exam Dumps Source : Symantec System Recovery 2011 Technical(R) Assessment

Test Code : ST0-136
Test Name : Symantec System Recovery 2011 Technical(R) Assessment
Vendor Name : Symantec
Q&A : 111 Real Questions

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Symantec Symantec System Recovery 2011

Symantec gadget restoration offers bendy recovery of actual and digital techniques | killexams.com Real Questions and Pass4sure dumps

MOUNTAIN VIEW, CA--(Marketwire - 04/04/11) - Symantec Corp. (NASDAQ:SYMC - information) nowadays announced its approach to provide agencies of all sizes with a tailor-made approach to clear up their records, gadget and software recovery challenges to stronger meet stringent recuperation time ambitions and maintain their enterprise up and running. As a part of its broader downtime remediation strategy, Symantec is also supplying new recovery updates and platform assist to Symantec system healing 2011, previously Backup Exec device recovery, for each actual and digital environments.Symantec's downtime remediation method includes an most appropriate mixture of options to remedy consumers' recovery challenges:

  • Symantec device restoration offers finished gadget restoration in minutes, even to assorted hardware, bare metal, remote areas or digital environments, to lower company downtime
  • Symantec Backup Exec eliminates backup home windows and helps shoppers meet recovery factor ambitions via granular recovery of actual and digital environments
  • Symantec ApplicationHA allows automated monitoring and restoration for virtual applications running in VMware
  • click on to Tweet: Symantec equipment recuperation promises bendy restoration of physical and digital techniques: http://bit.ly/ftlofu"Symantec presents confirmed technology to support our shoppers improve information, systems and applications to keep away from disruption to their enterprise," observed Amit Walia, vp of product management, Symantec. "Symantec equipment recuperation shortens the healing time window with new facets such because the ability to seriously change a USB gadget into a recuperation disk and extra flexibility to the customizable recovery disk wizard."Symantec analysis shows that mess ups can have a big have an impact on on a business and agencies of all sizes are liable to downtime. Symantec's 2011 SMB disaster Preparedness Survey found that almost all of small agencies surveyed are nonetheless unprepared to cope with a catastrophe and 54 % of SMB customer respondents pronounced they have switched SMB companies due to unreliable computing methods. similarly, Symantec's 2010 catastrophe restoration Survey, which surveyed enterprise agencies, found that the time required to improve from an outage is twice as long as respondents perceive it to be.attainable now, Symantec system recuperation 2011 provides right here new features:

  • All-in-one backup and recuperation USB machine: With new wizard performance, shoppers can readily transform a USB equipment into a bootable Symantec system recovery Disk and into a backup storage equipment, creating an all-in-one backup and healing USB equipment to help in the reduction of boot time and velocity up the healing system.
  • stronger centralized management: Symantec gadget recuperation management answer is a incredibly scalable solution designed to centrally control big numbers of customers from a single management server. The Symantec gadget restoration management solution can now be installed to and hosted on windows Server 2008 R2 sixty four-bit environments.
  • more desirable customizable recuperation disk wizard: further flexibility has been introduced to the customizable healing disk wizard with the choice to select an ISO picture because the source for a customized restoration disk. this is in particular useful for higher business groups that already utilize a customised version of the Symantec device healing Disk and would want to use it because the supply for future adjustments to their recuperation atmosphere.
  • Platform support: Symantec gadget recuperation comprises up-to-date assist for the newest Microsoft windows, Linux, VMware, Microsoft Hyper-V, and Citrix XenServer working programs and applications
  • aiding fees

  • "We had loads of success testing the beta of Symantec device restoration and understand it will get our techniques again up and working at once in the event of a catastrophe or outage." -- Timothy Reider, system administrator, mothers nutritional center.
  • "Symantec gadget healing is an effective answer that has the skill to quickly recover our systems. I infrequently need to engage with the product after it is set, and i can get granular restoration in a snap." -- Joseph LaGrosse, director of IT, Pepperweed Consulting.
  • "support for the Microsoft 2010 range of server items coupled with a administration solution with x64 guide ensures I haven't any problems recommending Symantec equipment restoration to any individual trying to find a simple to use and control backup solution both as a main, creation backup answer or as a quick equipment healing answer for critical server methods. The P2V and V2P facets make this a beneficial tool for any individual with a Microsoft or VMware virtualization solution. The capability to fix to distinctive hardware is genius!" -- Mathew Coomber, technical and sales help manager, Elytis.
  • connected

    connect with Symantec

    About Storage from Symantec Symantec helps groups relaxed and manipulate their suggestions-driven world with storage administration, electronic mail archiving and backup & restoration solutions.About Symantec Symantec is a world chief in offering safety, storage and methods management options to aid consumers and agencies relaxed and manipulate their tips-driven world. Our application and features protect in opposition t greater dangers at greater aspects, greater fully and efficiently, enabling self belief at any place counsel is used or kept. greater advice is accessible at www.symantec.com.be aware TO EDITORS: if you want additional information on Symantec enterprise and its products, please consult with the Symantec information Room at http://www.symantec.com/information. All costs referred to are in U.S. greenbacks and are legitimate best within the u.s..Symantec and the Symantec emblem are trademarks or registered logos of Symantec agency or its associates within the U.S. and different international locations. other names may be trademarks of their respective house owners.Technorati Tags Symantec, Backup Exec, device recuperation, VMware, backup and recovery, small agencies


    Symantec gadget recovery 2013 launched to shelter home windows Server 2012 and vSphere 5.1 | killexams.com Real Questions and Pass4sure dumps

    Symantec talked about the new version of system recuperation is even more effective and more convenient to manage with simplified installing, effective backup and reconciliation, free centralized administration, and more straightforward issue diagnosis. 

    Symantec system healing 2013 continues to allow organizations to fix physical and digital programs in minutes, even to bare metallic, assorted hardware, far off locations, or virtual environments, Symantec announced.

    “IT groups these days face hardware, software and software downtime, lasting brief intervals of time to shutting down the company for days on a regular groundwork. with out ample planning and preparation, any classification of downtime can compromise a return to operations and cause fiscal damage as the skill to generate salary is lost,” pointed out Pramut Sriwichian, Symantec’s country manager for Thailand.

    “In contemporary world, the deserve to make certain regular access to key purposes is paramount. Symantec device recuperation 2013 gives SMBs with least expensive utility availability by way of simplifying healing of both physical and virtual platforms.”

    Symantec device recovery 2013 grants sophisticated backup and catastrophe recuperation for servers, pcs, laptops, and virtual machines that permit corporations to recover from downtime or disasters in minutes.

    With patented restore Anyware technology, IT directors can swiftly repair precisely what they need, when and where they want it–together with whole actual and virtual machines to naked steel or diverse hardware as well as information, folders, and granular utility objects. Symantec system healing additionally gives pass-platform physical-to-virtual (P2V), digital-to-virtual (V2V), and virtual to-actual (V2P) recoveries, a crucial complement to actual and virtual environments.

    as soon as the info to be backed up, a backup agenda, and a backup destination had been set, Symantec gadget healing begins backup automatically. as a result of Symantec system recovery makes use of graphic-backup technology to trap a photo of the complete system, lower back-up and healing projects take simply a few minutes, the enterprise announced

    Symantec device healing 2013 adds help for the windows Server 2012, home windows eight, and vSphere 5 structures and a new monitoring device, system recuperation computer screen. The equipment healing computer screen doesn't require a committed server, however can computer screen the backup of a couple of servers and desktops centrally with one device operating windows. It makes backup progress and the state of the backup equipment seen with its fundamental user interface, making it convenient for non-IT experts to use.

    extra new points in Symantec equipment healing 2013

    - UEFI support: Symantec system recovery now allows boot from UEFI (Unified Extensible Firmware Interface) besides BIOS.

    - 64 bit support:  Full sixty four bit help is now blanketed.

    - sensible Reconciliation:  Backups and reconciliation are correctly completed through tracking changed blocks. The reconcile time is greatly decreased to seconds via getting rid of the deserve to do a complete reconcile in situations of crashes or abrupt shutdowns. 

    o Incremental Backup with out reconcile – Backups are at least 35 % sooner than Symantec device healing 2011

    -- Full Backup – Backups are at the least 15 percent quicker than Symantec gadget healing 2011

    -- Incremental Backup with reconcile – Backups are at least 750 percent sooner than Symantec system healing 2011

    - up to date Symantec equipment healing Linux edition: The Symantec system recovery Linux edition now includes the means to perform incremental backups and time table backup jobs.


    Symantec Simplifies Backup and healing with New V-Ray-Enabled Backup appliances | killexams.com Real Questions and Pass4sure dumps

    Symantec Simplifies Backup and recovery with New V-Ray-Enabled Backup appliances

    commercial enterprise backup appliances aid companies modernize backup infrastructures, accelerate virtualization initiatives.

    note: ESJ’s editors cautiously choose supplier-issued press releases about new or upgraded items and capabilities. we have edited and/or condensed this liberate to spotlight key aspects however make no claims as to the accuracy of the vendor's statements.

    Symantec Corp. has launched Backup Exec 3600 and NetBackup 5220 commercial enterprise backup home equipment to aid companies modernize their backup infrastructures and accelerate new initiatives around virtualization with greater reliability. Symantec backup appliances will also be deployed in as little as 30 minutes and support companies give protection to suggestions fully, in physical or digital environments, and deduplicate information all over the place to increase efficiency and in the reduction of fees.

    Backup Exec 3600: Visibility and content material-mindful Deduplication across actual and virtual programs

    fitted with Symantec V-Ray technology, Backup Exec 3600 equipment gives the equal exciting visibility into digital environments as Backup Exec 2010 software to permit corporations to pace restoration instances and in the reduction of storage prices. Symantec Backup Exec 3600 is the primary all-in-one backup appliance with integrated client and goal data deduplication for protecting virtual and physical machines for midsized agencies with confined IT staff. Backup Exec 3600 will assist the upcoming unencumber of VMware vSphere 5 and is the only answer attainable with Backup Exec on optimized hardware and application.

    Backup Exec 3600 is an easy and professional backup appliance designed to reduce IT complexity via providing:

  • virtual Server Visibility: Backup Exec embedded V-Ray technology makes information and utility recovery an easy system. With Backup Exec, directors have a clear catalog view of their backup sets from which the administrator can opt for a complete backup set or a single object in that set and click to fix.
  • Platform Availability: The equipment can offer protection to key working methods and systems and offers deep utility and database guide for sooner backup and repair.
  • cut back Integration Complexity: The Backup Exec 3600 equipment aspects integrated and optimized hardware this is certified to run the newest Backup Exec 2010 software, and permits a single element for technical guide. the use of an advanced installation wizard, the Backup Exec 3600 appliance may also be up and running in minutes.
  • total insurance plan: along with advanced technologies corresponding to supply and target deduplication, the Backup Exec appliances additionally comprises Symantec essential gadget coverage for complete virus and malware security coverage.
  • NetBackup 5220: All-in-one Backup equipment Protects digital and actual systems

    Symantec NetBackup 5220 is a scalable backup appliance for commercial enterprise businesses with each customer and target deduplication designed to accelerate backups for physical and digital methods. based on NetBackup 7.1, the equipment includes Symantec’s content-conscious deduplication that can reduce backup quantity and community utilization with the aid of as a whole lot as ninety nine percent, getting rid of backup window complications and enabling good value replication of statistics to different sites for company continuity. NetBackup additionally has plans to help VMware vSphere 5 in the subsequent unencumber due out later this yr.

    With the NetBackup 5220 equipment, organizations can:

  • boost Backup Reliability: integrated and optimized hardware offers legit efficiency and a single aspect of support to streamline difficulty resolution.
  • reduce working charges: dispose of time spent patching and preserving backup servers and their linked accessories.
  • Refresh records center Backup: The NetBackup 5220 equipment can act as a single all-in-one backup server or can scale out for environments that require diverse backup media servers. Compatibility with software versions of NetBackup make it convenient to integrate the equipment without disruption.
  • increase virtual computer protection: geared up with Symantec V-Ray expertise, NetBackup appliances permit consumers to eliminate aspect tools, raise the reliability of restoration, and maximize storage reductions.
  • Simplify far flung workplace coverage: in the reduction of the hardware & preservation required to protect remote offices with an equipment that performs backups, outlets deduplicated records, and replicates data offsite.
  • transform disaster recuperation Readiness: The NetBackup 5220 comprises tape-out capabilities, the computerized photograph replication characteristic for quicker recovery at alternate websites, and help for Symantec OpenStorage (OST) cloud connectors (e.g., Nirvanix) to use cloud storage as one more tier for disaster healing.
  • Availability

    Symantec NetBackup 5220 collection and Backup Exec 3600 sequence home equipment are available now in North the usa. both home equipment will roll out in additional countries in a phased approach over the subsequent yr. latest NetBackup and Backup Exec clients can repurpose present licenses to install the NetBackup 5220 or Backup Exec 3600, respectively.

    For additional information in regards to the Backup Exec 3600 equipment, talk over with http://www.symantec.com/business/backup-exec-3600-equipment. For more information in regards to the NetBackup 5220 appliance is attainable here.




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    Olympic Marathons: Performance Improvement Initiatives Help to Power the Long Race | killexams.com real questions and Pass4sure dumps

    Organizations on the leading edge are also strategically leveraging information technology and data analytics as a key facilitator to continuous performance improvement, particularly on the clinical side

    At a time when the leaders of patient care organizations are facing intensifying pressure to shift away from a dependence on volume-based payment and to plunge into value-based care delivery, what strategies can help them lead their organizations to success under new paradigms? With Seema Verma herself, Administrator of the Centers for Medicare & Medicaid Services (CMS), bluntly warning hospital, medical group, and health system leaders that she and her fellow senior federal healthcare officials will be pushing hard to compel providers forward into value-based contracting, IT-facilitated continuous performance improvement strategies are looming large as a critical success factor in the shift to value.

    Indeed, speaking during a webinar on August 27 sponsored by the Accountable Care Collaborative, Verma responded to questions about CMS’s effort to push provider organizations to take on two-sided risk in the context of the agency’s accountable care organization (ACO) programs, particularly the Medicare Shared Savings Program (MSSP).

    Asked by the webinar host, Mark McClellan, M.D., director of the Duke-Margolis Center for Health Policy and co-chairman of the Accountable Care Learning Collaborative, about provider feedback on the proposed changes to the MSSP ACO program, Verma responded, “I think many people recognize that it’s time to take that next step and it’s time to evolve the program; it’s been six years. We also understand that there may be providers that are not ready. But, our focus is to work with providers that are serious about making the investments and providing better care for lower cost.” What’s more, she intoned, “We’re trying to transition the structure to encourage providers to take on risk because we know that is going to deliver better outcomes.”

    And while none of that rhetorical forcefulness—some might even call it saber-rattling—should come as a surprise from Verma, it’s also true that she fully realizes how challenging the overall transition is turning out to be for the vast majority of patient care organizations, which have more-or-less-contentedly been inhabiting a discounted fee-for-service payment world, even as the discounts have progressively bitten more deeply into their operating revenues.

    The reality? On the hospital and health system side of the industry, hospital senior leaders long ago shaved off excessive expenses when it came to such areas as the supply chain and facilities management. And what remains to tackle now is the Moby Dick of operations: reworking processes at the core of patient care delivery, in order to achieve significantly improved cost-effectiveness and patient outcomes; everything else has already been tackled. In short, it’s become eminently clear that clinical and operational transformation cannot happen without the thorough reengineering of core care delivery processes.

    Through real use cases and live demo, Frank Lee, PhD, Global Industry Leader for Healthcare & Life Sciences, will illustrate the architecture and solution for high performance data and AI...

    In that context, larger numbers of hospital and health system (and a few medical group) leaders have plunged ahead over the past decade-plus, and have moved to incorporate the use of formal performance improvement methodologies, among them Lean management, Six Sigma, the Toyota Production System for healthcare, and PDSA (Plan Do Study Act, formerly PDCA, or Plan Do Check Act) cycles of improvement, in order to achieve clinical and operational transformation. In practice, the quality leaders at most patient care organizations have liberally mixed the use of various methodologies, while others have relied primarily on one methodology, but have allowed the blending of concepts from others.

    What’s more, the organizations on the leading edge are also strategically leveraging information technology and data analytics as a key facilitator to continuous performance improvement, particularly on the clinical side. Indeed, they are finding IT facilitation to be essential to success in achieving transformational change.

    In Asheville, A Comprehensive Push Forward into Value

    One of the patient care organizations that has been moving ahead determinedly in its use of IT-facilitated continuous performance improvement strategies is Mission Health, a six-hospital, 11,000-employee health system based in Asheville, North Carolina.

    There, Chris DeRienzo, M.D., Mission Health’s chief quality officer, and Dawn Burgard, director of clinical performance improvement, have been helping to lead a comprehensive effort for several years, one that has already borne significant fruit. Back in 2010 and 2011, Mission Health leaders began mapping care delivery processes, adding in an analytics platform in 2013 and 2014. Burgard, who came to Mission Health in 2012, with a master black belt in Six Sigma and a certification in Lean management, and Dr. DeRienzo, who came in 2013, have turbocharged efforts in the organization since then. Among other developments, they early on brought on a cadre of 21 Lean management engineers, known as quality improvement advisors, or QIAs, and have built an enterprise-wide data warehouse.

    One key tool that the leaders at Mission Health have built has been a dashboard called the Ambulatory CPM Explorer Dashboard, which is bringing near-real-time data to physicians. Among the accomplishments in the past few years:

  • A 20-percent increase in full sepsis bundle and a 32-percent reduction in mortality from sepsis
  • 12 lung cancer deaths avoided with 37 percent increase in screening
  • 9 fewer rib fracture deaths and $350,000 in reduced direct costs
  • A 42-percent reduction in in-hospital stroke mortality
  • 11,000 more women screened for breast cancer, 6,000 more people screened for colorectal cancer, and a seven-fold increase in depression screening
  • And, in two specific areas—among numerous others—Mission Health leaders have leveraged performance improvement cycles to build and optimize key initiatives. One has been the creation of the organization’s Readmissions Predictor initiative, which has dramatically enhanced ambulatory care managers’ ability to efficiently predict which patients might be at the highest risk for readmission, following discharge. That initiative began in early 2017, and has been led directly by Dr. DeRienzo and by Mission Health’s CIO, John Brown.

    Spending over a year to build, test, and validate the program, Mission Health leaders created a dashboard that uses smart algorithms to provide care managers with up-to-the-minute data every morning at the start of the workday, helping them to determine which individuals, post-discharge, are most likely to end up being readmitted, and allowing them to start their days focusing on those at highest risk for readmission.

    A second very important initiative, which began a year and a half ago, has involved applying the Explorer Dashboard to monitor patient flow into and through the emergency department, and to take steps to respond to emerging patient-flow blockages created by surges in patients presenting in the ED. Now, Burgard reports, “We have triggers on our home page, so everyone in the hospital knows what surge status we’re in. And once a new color is triggered”—from a range of four colors (green, yellow, orange, red) that indicate the degree of blockage—"there’s a whole bunch of standard work—a Lean term that involves the standardization of the elimination of variation in processes—that teams and managers are expected to do, depending on surge level,” she says. “That’s the power of standard work. It allows us to get into that predictive space and helps us to become more efficient with the way we staff.” Using this set of processes, patient volume surging that had peaked at 4 percent of patients who left before being seen, in the summer of 2016, is now down to 1 percent, with the ability to see 300 patients every day in the flagship hospital’s ED now a standard volume that has been made the norm.

    The core recipe, DeRienzo notes, has included the following: a reliable enterprise data warehouse; a reliable data visualization environment; “more structure in clinical program leadership among physicians, nurses, and administrators”; a cadre of Lean management engineers; and, “trusted advisors.”

    At UPMC, Patient Engagement for Improved Outcomes

    Numerous quality improvement methodology-infused initiatives are moving ahead as well at the 40-hospital UPMC health system, based in Pittsburgh. There, says Tami Minnier, R.N., M.S.N., UPMC’s chief quality officer, “We use all of them”—especially Lean management, Six Sigma, and PDSA principles and strategies. But, she quickly adds, “Coming into healthcare from manufacturing, I learned early on that healthcare wasn’t quite ready for all the terminology around performance improvement methodologies, so we avoid technical terminology here. I have a black belt in Lean, but I don’t get into the intricacies,” she testifies. “I found that it turned people off. We had people say, ‘We don’t build cars.’”

    Instead, Minnier has helped to lead forward a number of initiatives, and, she says, “We use whatever tool makes most sense at the time, and have blended them over time over the 12 years that the Wolff Center has been in existence”—referring to the UPMC Wolff Center for Quality, Safety, and Innovation—“and over time, we’ve raised the bar and have introduced things like run charts, fishbones [the fishbone tool for root cause analysis], some of the tools people find useful. But we don’t say, let’s have a big Kaizen on Tuesday afternoon! We’ve been a bit savvy about how we do it.”

    And, as one of her key partners in those endeavors, MaCalus Hogan, M.D., vice chair of orthopedic surgery, and medical director for outcomes and registries at the Wolff Center, says, “I’ve been educated in the Lean environment and learned a lot from Tami and her team. Efficiency is key” in every endeavor, he says. “And in the surgical environment, things are geared around doing things well and efficiently.” Together, Minnier and Dr. Hogan have been leading an initiative that has significantly improved both patient engagement, and improved clinical and satisfaction outcomes, around the entire cycle around total hip and knee replacement surgery, which they and their colleagues have implemented across the six highest-volume total joint replacement surgery facilities in the UPMC system. “We needed to go further in clinical care improvement, encompassing from how we prepare patients, to alignment on who were good candidates,” Minnier explains.

    And, Minnier says, “One of the things that we learned early on was that there was pretty inconsistent preparation of patients planning to come in for hip or knee replacement. Some doctors and their offices did this really fantastic job of preparing their patients for surgery, and some didn’t quite have it together. So we did a good current-state assessment, using Lean and PDSA approaches. We looked at the current state of variations, and what types of resources and materials people had in place, and then brought together a new model of change, centered around an orthopedic nurse coordinator in every site. That role was to protect and prepare every patient for surgery, and most importantly, to think about what their care at home would be like after surgery.”

    The initiative began three years ago, with the orthopedic nurse coordinators being brought in two-and-a-half years ago. Those coordinators, also referred to as “navigators,” ensure an orderly, comprehensive process to prepare patients and provide them with online education. Leveraging the organization’s patient portal, MyUPMC, office physicians can prescribe educational materials during the office visit, just as they’d prescribe medications. And, she says, “The process improvement of having an ortho nurse coordinator, coupled with the technology support, really allowed patients to arrive at a preoperative phase in a much more prepared, organized manner, to anticipate what would happen when they got to the hospital and how they’d be taken care of.” And, as a result of intensive continuous improvement cycles, “We’ve been able to eliminate pretty much all of the variation,” she testifies. “And every single member of these ortho nurse navigators, they meet on a monthly basis, share each other’s practices, they’ve become a resource group unto themselves. That’s how you perpetuate and sustain change.”

    In the context of the joint replacement improvement process, Dr. Hogan and Minnier saw clearly the advantage of Hogan’s being a foot and ankle surgeon rather than being a joint replacement surgeon. As such, he brought into the process a level of credibility as a fellow surgeon; yet at the same time, he was in a different subspecialty, so he could not be seen as a threat to the joint replacement surgeons. And the results have been impressive: consistent educational and preparational processes, improved patient satisfaction, and in many cases, enhanced recovery outcomes.

    The Power of Harnessing Analytics

    Industry leaders interviewed for this article agree on the core truths about all this: that using formal improvement strategies, of whatever specific type, will yield results; and that part of the power of this to achieve clinical transformation is in effectively harnessing IT and data analytics to facilitate such work.

    “In my experience, it doesn’t really matter which methodology you choose, but that you choose an improvement methodology or methodologies, and stick with your strategies; it’s the discipline that matters,” says George Reynolds, M.D., the clinical informatics executive advisor for CHIME (the Ann Arbor, Mich.-based College of Healthcare Information Management Executives), and principal in Reynolds Healthcare Advisers, LLC. Dr. Reynolds, who served as the CMIO at Children’s Hospital & Medical Center, in Omaha, Nebraska, for 11 years, and CIO for the last five years of that tenure, reports that “We did a version of PDCA [Plan Do Check Act—an earlier version of Plan Do Study Act], which is very easy to teach, but lacks the rigor and the discipline of Lean and Six Sigma. We would do well [at Children’s], but it was hard to maintain the changes.”

    Meanwhile, Dr. Reynolds says firmly, leveraging data and analytics to power performance improvement cycles is “absolutely central to everything you do. And it doesn’t necessarily have to be really fancy bells and whistles, though I love fancy bells and whistles. You can do a lot with an Excel spreadsheet. You can do a lot with some fairly simple tools. But the more advanced tools become valuable” as organizations move forward into deeper and broader efforts.

    Early on in the Proverbial Journey of 1,000 Miles

    What remains disconcerting is how far behind most U.S. patient care organizations are starting out, says Robin Czajka, service line vice president for cost management at the Charlotte-based Premier Inc. Asked where she thinks the healthcare industry is, if this phenomenon could be compared to the proverbial journey of a thousand miles, the Chicago-based Czajka says that “I would say that we’re at the very beginning of it, frankly, having been in the industry for 25 years. You see pockets of great performance, and areas where we haven’t made any progress at all,” she says. “Some organizations are short of staff and mired in taking care of increasingly sick patients. So this needs to be a top priority. And we’re looking at a 5-percent growth year-over-year” in hospital costs. “The Medicare fund will be insolvent if we keep on this trajectory.”

    What’s more, says Mary Frances Butler, a senior adviser at the Chicago-based Impact Advisors consulting firm, the level of progress in this area “will depend on the type of hospital.” There is a continuum of advancement, she notes, “from small community hospitals, all the way up to the mega-systems like Intermountain and Geisinger [the Salt Lake City-based Intermountain Health and the Danville, Pa.-based Geisinger Health], who have been at it a long time. Intermountain is an example of a leader in this. And, to the extent that leader organizations have been able to facilitate conversations through the C-suite and into the IT group, to get out of their silos,” they’ve made greater progress, she notes.

    Premier’s Czajka has mixed sentiments with regard to the mixing or blending of specific methodologies. “It’s both good and bad; you can create some kinds of success, but you do lose some things; I’ve personally seen Lean be effective when done rigorously,” she says. “But as long as it’s cyclical, monitored, and sustainable, and as long as there are checks and balances,” any combination of methodologies can be made to work well, she says. The absolutely critical success factor? “Success in this area is always data-driven,” she insists. “And with Six Sigma, you take data over time and look at it and act. A lot of organizations will see a blip, for example, bed sores, and will react to it. But it may turn out to be a special-cause variation, maybe they got an unusual surge of admissions from a nursing home or something. When you start to employ a system like Lean, problem solvers become problem framers. So you need to look carefully at the data and analyze it, and act over time.”

    The Power of Data-Focused Teams

    One lesson shared by those in the trenches is the power of creating and nurturing purpose-specific teams focused intensively on the management of data to power performance improvement, particularly in the clinical area. Oscar Marroquin, M.D., a practicing cardiologist and epidemiologist in Pittsburgh, has been helping to lead a team of data experts there. That team, of about 25 data specialists, was first created five years ago. Of those, half are IT- and infrastructure-focused, and, says Dr. Marroquin, “The rest are a team of folks dedicated to data consumption issues. So we have clinical analysts, data visualization specialists, and a team of data scientists who are applying the right tools and methods, spanning from traditional analytical techniques to advanced computational deep learning and everything in between. Our task is to use the clinical data, and derive insights”—and all 12 clinically focused data specialists report to him.

    And that work—“allowing people to ask questions to generate opportunities”—has paid off handsomely. Among the advances has been the creation of a data model that predicts the chances that patients who are being discharged will be readmitted. The model, based on the retrospective analysis of one million discharges, is also helping case managers to more effectively prepare patients for discharge, specifically by ensuring that patients being discharged are promptly scheduled for follow-up visits with their primary care physicians. “If those patients are seen within 30 days of discharge,” he notes, “there’s a 50-percent reduction in their 30-day rate of readmission.” The program is now active in six UPMC hospitals.

    What it Really Means to be Data-Driven

    Those industry leaders interviewed for this article are agreed on what healthcare IT leaders should know both about the adoption of performance improvement methodologies generally, as well as about the leveraging of IT and data to achieve success in clinical and operational transformation.

    “If you’re going to embark on a Lean Six Sigma-driven journey, it rises and falls based on leadership,” says Mission Health’s Burgard. “We know that the methodologies work. But I always say, Lean is not a set of tools, it’s a mindset for how you’ll transform your organization. The same thing is true with technology. It all rises and falls on leadership. And senior leaders need to understand the methodology and the tools. That applies to technology, too.”

    “I’ve been really impressed with the degree of partnership of our CIO John Brown, with our PI team,” says her colleague DeRienzo. “When I think about continuous improvement, there’s so much overlap between the improvement processes and the data processes. And by driving alignments across the entire system, including across the different teams, we’ve been able to make much broader progress.”

    Importantly, says Premier Inc.’s Czajka, “It’s crucial to accept that data shouldn’t be the enemy of the good. The data is never going to be perfect,” she says. “Just make sure it’s directionally accurate.” What’s more, she says, “You need to train your people to use the data correctly. I can’t tell you how many times I meet with clients and they have these great data systems they’ve purchased, but no one is trained to work well with it. And,” she says, “figure out the data points that will actually drive improvement. I went into a member hospital that had about 100 data points they were asking people to focus on, in a dashboard. You can’t ask people to do that.” Working with leaders at that hospital, she was able to get them to narrow down those 100-some data points to 11 that could be focused on, for process improvement.

    In the end, says UPMC’s Marroquin, “If we all are serious about transforming the way we care for patients, we need to do it in a data-driven way. There has to be a philosophical belief and commitment to do that, and then you have to create a team that’s dedicated to this work. I don’t think this is achievable in an ad hoc way.” Finally, he says, “This work is not for the faint of heart; it takes time and effort, but if you have the philosophical belief and institutional commitment, it’s doable.”


    The $188 Billion Price Tag From U.S. Extreme Weather From 2011 To 2012 | killexams.com real questions and Pass4sure dumps

    By Daniel J. Weiss and Jackie Weidman

    The United States was subjected to many severe climate-related extreme weather over the past two years. In 2011 there were 14 extreme weather events — floods, drought, storms, and wildfires — that each caused at least $1 billion in damage. There were another 11 such disasters in 2012. Most of these extreme weather events reflect part of the unpaid bill from climate change — a tab that will only grow over time.

    CAP recently documented the human and economic toll from these devastating events in our November 2012 report “Heavy Weather: How Climate Destruction Harms Middle- and Lower- Income Americans.” Since the release of that report, the National Oceanic and Atmospheric Administration, or NOAA, has updated its list of “billion-dollar”-damage weather events for 2012, bringing the two-year total to 25 incidents.

    From 2011 to 2012 these 25 “billion-dollar damage” weather events in the United States are estimated to have caused up to $188 billion in total damage. [1] The two costliest events were the September 2012 drought — the worst drought in half a century, which baked nearly two-thirds of the continental United States — and superstorm Sandy, which battered the northeast coast in late October 2012. The four recently added disastrous weather events were severe tornadoes and thunderstorms.

    Here is an update of vital extreme weather event data after the addition of these four events:

  • 67 percent of U.S. counties and 43 states were affected by “billion-dollar damage” extreme weather events in 2011 and 2012.
  • 1,107 fatalities resulted from these 25 extreme weather events in 2011 and 2012.
  • Up to $188 billion in damage was caused by these severe weather events in 2011 and 2012.
  • $50,346.58 was the average household income in counties declared a disaster due to these weather events — 3 percent below the U.S. median household income of $51,914. [2]
  • 356 all-time high temperature records were broken in 2012.
  • 34,008 daily high temperature records were set or tied throughout 2012, compared to just 6,664 daily record lows — a ratio of 5-to-1.
  • 19 states had their warmest year ever in 2012.
  • Below are descriptions of each of the four weather events in 2012 that were not included in our previous report.

    April 12: Tornadoes

    Nearly 100 tornadoes touched down across Kansas and other midwest states over a two-day period in mid-April 2012, resulting in six deaths. Extensive damage to schools, hospitals, businesses, and homes was estimated to cost $1.8 billion. Many towns were without power for extended periods of time. Fourteen counties in Kansas were declared disaster areas because of the storms. Households in these disaster-declared counties earn, on average, an annual income of $47,027–9 percent below the U.S. median household income.

    April 28: Severe Storms

    Severe weather in Oklahoma and surrounding states caused at least $4 billion in damage and one confirmed fatality in late April 2012. Storm damage throughout the area was primarily caused by 38 confirmed tornadoes and severe hail. Oklahoma was most heavily impacted — six Oklahoma counties were declared disaster areas in the wake of the storm. Households in the counties that were disaster areas earn, on average, an annual income of $39,638 — a staggering 24 percent below the U.S. median household income.

    May 25: Severe Storms

    Twenty-seven confirmed tornadoes touched down over a broad swath of the United States, including from Oklahoma to New Hampshire. The tornadoes and outburst of severe hail, straight-line winds, and thunderstorms caused one fatality and approximately $2.5 billion in damage. Most of the damage occurred in Oklahoma and the entire state was declared a disaster area. New Hampshire and Vermont also had some disaster-declared counties. Households in these disaster-declared counties earn, on average, an annual income of $45,431–12 percent below the U.S. median household income.

    June 29: Derecho

    A derecho is a “widespread, long-lived wind storm that is associated with a band of rapidly moving showers or thunderstorms,” according to the National Oceanic and Atmospheric Administration. Such a storm ravaged eastern and northeastern states in June 2012. It caused 28 fatalities and ripped through a 700-sqaure-mile swath of the mid-Atlantic region, leaving 3.4 million homes there without power. The storm caused at least $3.8 billion in damage in 215 counties in Maryland, New Jersey, Ohio, West Virginia, Virginia, and Washington, D.C. All were declared disaster areas.

    These events, along with the seven other “billion-dollar” weather events in 2012, made it the second-most-extreme weather year on record, according to the U.S. Climate Extremes Index.

    NASA climatologist Gavin Schmidt says that when it comes to higher temperatures and extreme weather, “what matters is this decade is warmer than the last decade, and that decade was warmer than the decade before. The planet is warming. The reason is because we are pumping increasing amounts of carbon dioxide into the atmosphere.”

    The U.S. National Climate Assessment draft released in January 2013 indicates that the effects of climate change will continue to threaten the health and vitality of our communities as extreme weather becomes more frequent and/or severe. One of the report’s key findings is that U.S. coastal communities are particularly vulnerable to sea-level rise, storms, floods, and subsequent erosion. And scientists predict that precipitation events across the United States are likely to be heavier. These risks pose serious threats to our electricity grid, infrastructure, clean water, and sewage treatment system in the most affected places.

    The climate-related extreme weather events of the past several years have become the new normal. We must act now to reduce the industrial carbon pollution responsible for climate change and help communities become more resilient to the coming storms, floods, droughts, heat waves, and wildfires.

    Disaster Relief

    Disaster relief has suddenly become a partisan issue. This became overwhelmingly clear during recent debates in the Senate and the House of Representatives over the Disaster Relief Appropriations Act (H.R. 152), which provided $50.7 billion in emergency aid for superstorm Sandy victims. [3] The measure was passed by Congress and signed by President Barack Obama on January 29, 2013 — an unacceptable 91 days after the storm devastated the northeast corridor.

    Despite passing with support from all but one voting Democrat in the House and Senate, the vast majority of Republicans in each chamber opposed essential aid to hurricane victims. These conservative lawmakers attempted to deny financial assistance to those in need, even after some of them previously requested disaster funding for their own states. All 36 Republican senators who voted against the Sandy aid bill are from states that experienced at least one “billion-dollar damage” extreme weather event in the past two years. In fact, 98 percent of lawmakers in either chamber who voted against the bill — 211 of the 216 Republicans — represent states that experienced at least one “billion-dollar damage” extreme weather event in the past two years.

    The debate over congressional passage of disaster recovery assistance raises serious concerns about whether Congress can both aid disaster victims in a timely fashion and work to help communities minimize damages from future storms and other extreme weather. In order to help these communities reduce their vulnerability to extreme weather, Rep. Lois Capps (D-CA) and 37 of her colleagues urged President Obama to appoint a blue ribbon panel to develop a a “community resilience fund” dedicated solely to providing the financial and technical assistance to vulnerable communities hit by extreme weather events. Dedicated funding for predisaster mitigation will protect lives, shield middle- and lower-income households from the worst impacts of extreme weather, and save taxpayers money over time.

    For more information on this proposal, please see CAP’s December 2012 column “An Ounce of Prevention: Increasing Resiliency to Climate-Related Extreme Weather.”Methodology

    This Center for American Progress analysis compiled data from multiple sources. Extreme weather events data were from the National Oceanic and Atmospheric Administration’s National Climatic Data Center, or NCDC. Counties affected by each event were compiled from the Federal Emergency Management Agency’s Declared Disasters database.

    In order to assess income levels for the most affected counties, we used median household income (2006–2010) data and number of households (2006–2010) data from the U.S. Census Bureau’s State and County QuickFacts. The 2006–2010 values are an average over the five-year period. We compared the percent difference between the average annual median household incomes for the affected counties in each weather event to the U.S. median — $51,914. We accounted for the population of each county when calculating these values. The cost per household was calculated by taking the cost of the event divided by the total number of households for each event.

    Endnotes

    [1] The National Oceanic and Atmospheric Administration will release final 2013 disaster cost estimates in mid-2013.

    [2] U.S. median income figures are based on the 2005–2010 Census Bureau average.

    [3] This was the second installment of Sandy aid. The first installment of $9.7 billion was passed on January 1, 2013.

    Daniel J. Weiss is a Senior Fellow and Director of Climate Strategy at the Center for American Progress. Jackie Weidman is a Special Assistant at the Center.



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