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  • 13 Aug 2018 11:45 AM | Brian Kelley (Administrator)

    Logan Data currently has two (2) job openings available.  They include a Senior ETL Developer and  an Integrations Lead.  See the full specifications below

    For Members who would like to post job openings, please contact Arleen!

    --

    Senior ETL Developer

    Job Description

    The Senior ETL Developer will be responsible for the following:

    • Handle end-to-end process integrations, customization, maintenance and deployment of Cloud components
    • Oversee developers in unit testing.
    • Support system integration and quality assurance testing
    • Perform product technical deployment ETL Cloud platform
    • Ensure technical standards and architectural best practices are consistently followed by all team members and 3rd party vendors.
    • Ensure code base traceability to design, development; dependencies are met and proper packaging and deployment strategies are followed.

    Must Haves:

    Bachelor's degree in Computer Science, MIS, or Information Technology

    • 10+ years of IT experience
    • 10+ years of experience using ETL, SOA & SaaS Integrationtechnologies with solid understanding of hybrid integration architecture to identify, analyze and develop interfaces and integration flows both on premise and on iPaaS
    • 5+ years of experience in iPaaS integration technologies. Experience working in a cloud/Saas project delivery model, cloud automation solutions, APIs
    • Experience with REST and other APIs, Saas, Paas, ETL, and iPaas services like Informatica cloud, Dell Boomi, SnapLogic, or Talend
    • Experience with agile or scrum development methodologies
    • Experience with ETL tools with multiple databases systems (SQL Server, Oracle, Netezza or Teradata )
    • Experience with SaaS based products and technologies (SOAP, REST, XML, WSDL, XSD, UDDI, JSON)
    • Job Type: Full Time, Local Candidates Only
    • Work Authorization: H1B ( sponsorship available ), Green Card or US Citizen


    Integrations Lead

    Job Description

    The Integration Technical Lead will be responsible for the following:

    • Handle end-to-end process integrations, customization, maintenance and deployment of Informatica Cloud components
    • Oversee developers in unit and string testing.
    • Support system integration and quality assurance testing
    • Perform product technical deployment and upgrades of Informatica Cloud platform
    • Ensure technical standards and architectural best practices are consistently followed by all team members and 3rd party vendors.
    • Ensure code base traceability to design, development; dependencies are met and proper packaging and deployment strategies are followed.

    Must Haves:

    • Bachelor's degree in Computer Science, MIS, or Information Technology
    • 8+ years related technical experience (or equivalent combination of education and experience)
    • 5+ years of experience using ETL, SOA & SaaS Integration technologies with solid understanding of hybrid integration architecture to identify, analyze and develop interfaces and integration flows both on premise and on iPaaS
    • 5+ years of experience in iPaaS integration technologies. Complete implementation experience of Informatica Cloud Application and Data Integration with Salesforce platform (or other major cloud based platforms)
    • 3+ years of experience Informatica Cloud application integration (Real Time edition) and data integration products
    • Experience with Informatica PowerCenter with multiple databases systems (SQL Server, Oracle and various Cloud technologies)
    • Experience with SaaS based products and technologies (SOAP, REST, XML, WSDL, XSD, UDDI, JSON)
    • Informatica Cloud Data Integration Specialist Certification (including Cloud Real Time) is a plus
    • Job Type: Full-time


  • 25 Apr 2018 11:17 AM | Brian Kelley (Administrator)

    Please note Argyle's 2018 Chief Information Officer Leadership Forum taking place on May 2, 2018 in Boston's Seaport District. The event will bring together leading IT executives from a variety of industries to discuss best practices and top-of-mind concerns. 

    For full event information and registration, visit the Argyle Executive Forum website.

    Participation is reserved for:

    -Director level or higher executives with $100MM or greater in annual revenues.

  • 17 Apr 2018 1:30 PM | Brian Kelley (Administrator)

    2018 Patient Safety Forum –Accelerating Improvement

    May 4, Sheraton Framingham

    7:30 AM Breakfast and Registration

    8 AM – 2: 30 PM Program (including buffet lunch)

    Co-provided by the Massachusetts Coalition for the Prevention of Medical Errors and Healthcentric Advisors.

    The Patient Safety Forum is focused on accelerating improvement in patient safety, including both organizational strategies that drive improvement broadly, as well as initiatives on specific processes and clinical goals. The Forum will share lessons learned from successful initiatives related to improving effectiveness of clinical teams, reducing ED boarding, improving safety culture through staff engagement, engaging the entire organization in improvement through daily huddles, and more.

    See agenda, get more info and Register here.

    Notes:

    • Is there a member discount available?

    Yes, coalition members receive a $20 discount on ticket prices. Please contact Amelia at acook@macoalition.org or 781-262-6080 for more information

    • How can I contact the organizer with any questions?

    Please contact Amelia DeFelice, Program Manager, at acook@macoalition.org or 781-262-6080 with any questions.


  • 28 Mar 2018 11:14 AM | Brian Kelley (Administrator)

    The Commonwealth of MA's Center for Health Information and Analysis (CHIA) has a number of job openings.  Please see below for more information and to apply for these positions.

    CHIA Jobs Board

    Some of the positions available are:

    • Senior Program Manager, Betsy Lehman Center
    • Associate Manager of Financial Analysis, CHIA
    There are many more available at the CHIA Jobs Board

  • 21 Mar 2018 11:49 AM | Brian Kelley (Administrator)

    Here are two job positions that have recently opened at the Commonwealth of Massachusetts' Department of Public Health.

    The Massachusetts Department of Public Health (DPH) is seeking a dynamic and strategic public health administrator to oversee all administrative, regulatory, programmatic, policy, communication and operational needs for the Bureau of Health Care Safety and Quality (BHCSQ) while ensuring alignment with the mission, goals and priorities of DPH. As a member of the DPH senior management team, the Director is involved in promoting organizational effectiveness/efficiency and facilitating collaborative problem solving and decision-making across Bureau programs and operational decision-making.

    Click HERE for more information and to apply for this position.
    The Assistant Commissioner of Public Health Hospitals will provide leadership and assume accountability for the overall strategic, financial, operational planning and clinical quality outcomes for the Public Health Hospitals System and the State Office of Pharmacy Services (SOPS), consistent with the goals and objectives of the Department of Public Health. The four hospitals within the System consist of the Lemuel Shattuck Hospital (Jamaica Plain), Tewksbury Hospital (Tewksbury), Pappas Rehabilitation Hospital for Children (Canton), and Western Massachusetts Hospital (Westfield). The System operates at a total 820 beds, with an average daily census of 771 inpatients and 32,206 daily outpatient visits. The State Office of Pharmacy Services provides pharmaceutical services to 16 public agencies and covered 22,500 individuals in the care and/or custody of the state.

    Click HERE for more information and to apply for this position.


    · :



  • 23 Feb 2018 2:23 PM | Brian Kelley (Administrator)

    Dr. Neel Shah, former Eliot Stone intern, has been working to reduce unnecessary C-sections, and is quoted in this NPR segment.  Dr. Shah is speaking at MHDC on "System Complexity and the Challenge of Too Much Medicine" on March 15.

    Neel Shah, an assistant professor at Harvard Medical School and a leader in the movement to reduce unnecessary C-sections, praised the study as "a remarkable paper — novel, ambitious, and provocative." He said licensed midwives could be used to solve shortages of maternity care that disproportionately affect rural and low-income mothers, many of them women of color. "Growing our workforce, including both midwives and obstetricians, and then ensuring we have a regulatory environment that facilitates integrated, team-based care are key parts of the solution," he said.

    Read the full NPR story here.



  • 01 Dec 2017 10:34 AM | Brian Kelley (Administrator)

    By Rachel Z. Arndt  | September 9, 2017  |  modernhealthcare.com

    On Tuesday, Apple executives will deliver a keynote address—the inaugural event at the Steve Jobs Theater in Cupertino, Calif.—showing off new software and gadgets. There's rampant speculation that the company will unveil new iPhones.

    Those devices may soon be the key to—or even a replacement for—electronic health records. Ever-secretive Apple is rumored to be rethinking EHRs, potentially pulling together healthcare data on the iPhone, which, as it sits in the patient's hands, is a real-life, physical embodiment of buzzy patient-centered care.

    "Consumers are demanding more control," said Morris Panner, CEO of Amra Health, a healthcare cloud software company. "Apple is fundamentally a consumer-oriented company, and consumer systems are going to try to empower patients."

    The iPhone, which turned 10 this summer, already aggregates some health data in apps. But most of that is patient-generated. If the company can add information from doctors offices and clinics—test results, visit summaries, medication lists—the iPhone could become an important healthcare tool in achieving interoperability, which has for so long frustrated the industry.

    To do that, Apple has already tapped important interoperability organizations, like the Argonaut Project, and people, including developers who've worked on the Fast Healthcare Interoperability Resources, or FHIR, standard.

    The iPhone isn't the only device Apple hopes will affect the healthcare industry. The Apple Watch is important too. In August, Apple and Aetna held private talks about giving the watches to Aetna members.

    Last year, the insurer gave the watch for free to its 50,000 employees. 

    A recent patent also suggests a more definitive move into healthcare. In August, the company received a patent for an electronic device with a camera, light sensor, and proximity sensor, which together are used to gather health data. "Traditionally, health data is provided to users by healthcare professionals," according to the company. "However, it may be beneficial for users to have more access to health data."​

  • 01 Dec 2017 10:12 AM | Brian Kelley (Administrator)

    By Virgil Dickson  | November 30, 2017  |  from modernhealthcare.com

    The CMS has finalized its decision to toss two mandatory bundled-payment models and cut down the number of providers required to participate in a third.

    Only 34 geographic areas will be required to participate in the Comprehensive Care for Joint Replacement Model, or CJR, according to a rulemaking released Thursday. Initially, 67 geographic areas were supposed to participate.

    Up to 470 hospitals are expected to continue to operate under the model. That includes the CMS' estimate that 60 to 80 hospitals will voluntarily participate in CJR. Originally, 800 acute-care hospitals would have participated under the program.

    With so many hospitals getting a reprieve, the CMS estimates the model will save $106 million less over the next three years versus what it would have saved if CJR had remained mandatory for all 67 geographic areas. The model is now expected to save $189 million over those years instead of $295 million.

    The rule comes weeks after the CMS finalized a proposal to allow knee-replacement surgeries to take place in outpatient settings. When the proposal was released in July, some questioned if it was an attempt to undermine the CJR model.

    The CMS has also finalized plans to cancel the Episode Payment Models and the Cardiac Rehabilitation Incentive Payment Model, which were scheduled to begin on Jan. 1, 2018. Eliminating these models gives the CMS greater flexibility to design and test innovations that will improve quality and care coordination across the inpatient and post-acute-care spectrum, the agency said. 

    These cardiac pay models were estimated to save Medicare $170 million collectively over five years. 

    The agency acknowledged that some hospitals wanted the models to continue on a voluntary basis, as they had already invested resources to launch them, but said those arguments were not detailed enough for the agency to do so.

    "We note that commenters did not provide enough detail about the hiring status or educational and licensing requirements of any care coordinator positions they may have created and filled for us to quantify an economic impact for these case coordination investments," the CMS said.

    On average, hospitals have five full-time employees, including clinical staff, tracking and reporting quality measures under value-based models, according to the AHA. They are also spending approximately $709,000 annually on the administrative aspects of quality reporting.

    More broadly, the average community hospital spends $7.6 million annually on administrative costs to meet a subset of federal mandates that cut across quality reporting, record-keeping and meaningful use compliance, according to the trade group. 

    Ultimately, the CMS decided to not alter the design of these models to allow for voluntary participation since that would potentially involve restructuring the model, payment methodologies, financial arrangement provisions and quality measures, and it did not believe that such alterations would offer providers enough time to prepare for the changes before the planned Jan. 1, 2018 start date.

    The CMS acknowledged that hospitals and other stakeholders have voiced concerns that the Trump administration may not be as committed to value-based care as the Obama administration, but it insists that's not true. The CMS said the Trump administration just believes voluntary models are the better way to go. 

    "We take seriously the commenters' concerns about the urgency of continuing our movement toward value-based care in order to accommodate an aging population with increasing levels of chronic conditions," the agency said in the rule. "We continue to believe that value-based payment methodologies will play an essential role in lowering costs and improving quality of care, which will be necessary in order to maintain Medicare's fiscal solvency."

  • 01 Dec 2017 9:55 AM | Brian Kelley (Administrator)
    CASEY ROSS @caseymross  |  STATnews.com  |  NOVEMBER 29, 2017

    Value is medicine’s mantra of the moment.

    It is the centerpiece of efforts to reform payment and change the way medicine is delivered. Backers of the value movement believe the entire medical system — and every transaction within it — must be based on this seminally important five-letter word.

    But a survey released Wednesday by the University of Utah shows that, in health care, value has no universal meaning — 88 percent of doctors equated value with quality care, while patients and employers provided a more nuanced definition, mixing in measures of cost, customer service, and worker productivity.

    The lack of consensus is not merely a philosophical matter. It is a huge stumbling block in the effort to deliver more bang for the buck in American health care, said University of Utah chief medical quality officer Dr. Bob Pendleton, who worked on the survey and argues the term value has become political “propaganda” in medicine.

    “It seems to be used in any way people want it to be used, to fill their own agendas,” he said. “The conversation around value is driven by large lobby groups — hospital associations and large corporate medical groups. What’s missing is the voice of practicing doctors, patients, and employers.”

    The national survey, conducted by Leavitt Partners, collected responses from 5,031 patients, 687 physicians and 538 employers. All parties agreed the cost of health care is too high. But they gave cost different levels of significance in their value equations. Doctors tended to focus almost entirely on quality measures. But employers said cost is a matter of primary concern, with nearly 60 percent ranking it as a key component of value.

    Patient definitions of value were divided among quality, cost, convenience, and customer service. When asked to choose statements that reflect what they value, the one patients selected most (45 percent) was that out-of-pocket costs must be affordable.

    Dr. Lisa Simpson, chief executive of Academy Health, a research and policy group that was not involved in compiling the survey, said it will take more clarity around costs and quality to get patients and doctors on the same page.

    She said neither party knows what medical services cost, and quality measures often miss the mark, focusing on technical definitions or process issues rather than whether a knee replacement patient can climb stairs or lift a grandchild.

    “You want to measure functional outcomes,” Simpson said. “It’s not just, ‘Did you get better? Or did you get an infection and get re-hospitalized?’ It’s more about whether you were able to return to function.”

    In the survey, 76 percent of physicians said they consider cost when making treatment decisions. But Pendleton said physicians lack access to accurate pricing information and are often flying blind in those discussions.

    Furthermore, he said, the average doctor takes care of patients with 14 or 15 different insurance plans, adding yet another layer of complexity. “Somehow we have to create a path where in the clinic those costs can become an effective part of the conversation,” he said. “Right now, they are certainly very opaque.”

    The disconnect is becoming even more pronounced at a time when patients are paying higher deductibles. Part of the rationale for those higher deductibles is that they turn patients into smart shoppers who carefully consider what they buy.

    But Allan Baumgarten, a health care consultant and researcher, said providers have an incentive to obscure cost information from patients, so they can steer them into settings where they can charge added fees. A common example is a provider that schedules a lab test in a hospital where it can charge a “facility fee” that often adds hundreds of dollars to the bill.

    “Providers systems will cloak that information so that it’s not readily apparent to the consumer,” Baumgarten said.

    Among doctors who answered the survey, 73 percent expressed dissatisfaction with the prices patients pay for medical services. Fifty-five percent said one of the most important components of value is selecting the most appropriate test or treatment for the patient.

    Pendleton said in determining appropriateness, physicians must consider clinical and cost factors at the same time, so that ordering an MRI for a patient with low back pain is done in a calculated way, and not as a matter of course.

    “For that patient with low back pain, there is more and more evidence to say a trial of physical therapy and over-the-counter ibuprofen actually has as good, if not better, outcomes,” he said. “And if we look at the cost of that, it’s a tenth or a hundredth of some of the other options.”

    Read the original post here at Statnews.com


  • 30 Nov 2017 12:35 PM | Brian Kelley (Administrator)

    MARINA DEL REY, Calif., Nov. 30, 2017 /PRNewswire/ -- 4medica announced today that it has joined the Massachusetts Health Data Consortium (MHDC), one of the most active non-profits in the nation dedicated to leveraging data and technology to improve health outcomes. 4medica joins the association as an executive member whose expertise in clinical data integration, along with large-scale, accurate patient identity matching, will be of particular value for MHDC's focus on speeding the exchange and sharing of data between providers and payers in 2018.

    "As an organization that is committed to bringing in the best thinking around the country, we are delighted to welcome 4medica to the Massachusetts Health Data Consortium. We look forward to the insight 4medica leaders will bring to our members and health technology leaders, for whom health data exchange and interoperability are top priorities," said Denny Brennan, Executive Director, Massachusetts Health Data Consortium.

    Brennan added that the company's solutions also address these member objectives. "4medica's innovative and cloud-based eMPI and clinical data exchange capabilities enable healthcare organizations of all sizes to leapfrog more costly and time-consuming on-premises solutions," he noted.

    What's driving the hunger for health information

    Now that America's health records have been largely digitized, the next phase is to combine this clinical information with claims and other data sources in order to glean insights that lower our national healthcare bill while raising overall quality of care. States have varied in their progress here, with Massachusetts emerging as an undeniable trailblazer. Today, almost all contracted physicians in the state work under value-based or risk-based contracts. Further, Massachusetts hospitals will be seeing significant increases in the number of patients under risk-based contracts.

    In order for these contracts to succeed, providers and payers must be able to access, share and make use of large troves of patient data. 4medica fits well in this landscape with certain key capabilities. First, via its clinical data exchange solution, 4medica can offer access to a fuller, timely picture of patient health than mere claims data can. Second, 4medica can assure this picture is about the right patient, with its powerfully accurate patient identity matching technology that processes millions of identities in seconds.

    "The Massachusetts Healthcare Data Consortium really gets that data is indispensable for healthcare today, especially the ability to share data about patients inside and outside of the hospital. Their charter and mission mirror our own vision to improve healthcare, so we really look forward to demonstrating our value to their members--not just as a software company, but as a mentor in the value-based era," concluded Gregg Church, President, 4medica.

    About MHDC

    Since 1978, the Massachusetts Health Data Consortium (MHDC), a not-for-profit corporation, remains the trusted and objective facilitator of health information and technology transformation among payers, providers, industry associations, state and federal agencies, individuals and technology and services companies. The Consortium is the oldest organization of its kind in the country.

    Founded by the Commonwealth's major public and private healthcare organizations and chartered by the Commonwealth of Massachusetts, MHDC strives to improve the quality and cost effectiveness of healthcare through:

    • Rigorous and accessible health data analyses,
    • Education and leadership development; and
    • Trusted, objective and effective convening of the Commonwealth's health information community in advancing multi-stakeholder collaborations.

    To join the Consortium, or for more membership info, visit us at http://www.mahealthdata.org/.

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