We shouldve been coming to the conversation the table along time ago. We stood down with police. This is what is happening. This is where we are having the problem. This is where we want it to stop. We also got together and started looking at the lessons of putting these people into office. Talking about the situation down there. Going to be our last collar on todays washington journal. We will see you right back here tomorrow morning. Hope you have a great monday. All this week highlighting books during the authors series. Tomorrow Cheryl Atkinson on her water her book, stonewalled. On wednesday shane harris and out war the rise of the military internet complex. Day as friday, clarence page. Columnist 1904 to 1918. This year q1 day turns 10 years old. To mark a decade of conversations, we are featuring one interview over the holiday season. Today kenneth feinberg, special master of the 911 fund and what his life is like. That will be at 7 00 eastern here on cspan. The nih onrector of
Entity that anchors the breach. Preventing such breaches, any requirement must have strong data protection. Requirements applicable to any party with access to important Consumer Financial information. Thank you. I will be happy to answer any questions you may have. Attorney general medic . Thank you, chairman moran. Members of the subcommittee. I appreciate the opportunity to testify. Data security is one of the Biggest Challenges we face as a nation. It is an ongoing struggle for all americans and companies that hold our personal information. While last years massive data breaches reawakened many in the public, breaches are not a new problem. Because of that, 10 years ago, i joined 43 attorneys general including attorney general blumenthal, in a bipartisan call for a strong, Meaningful National breach notification law. For over a decade, my office has helped individuals cleanup from Identity Theft and investigated major breaches. In 2005, i drafted illinoiss breach notification law t
In a unique place. We just had the opening a few years ago of the mills hospital and part of stanford and sutter and new innovations. We had people that interacted at general and ucsf. We had the new Mission Bay Hospital this past week which integrated three hospitals quote unquote and plus the Helen Dillard cancer and started out at the old mount zion and independent hospital and part of ucsf and childrens and the east bay and theyre going to be going through a shake down this coming here and there will be some positive experiences and some where they will be learning as if they did at mills and we both have the laguna honda positive and some areas of concern, so i really think the fact that we have an infrastructure where there is communication among our distinguished institutions that have been part of our history in the city and county of San Francisco gives us a unique opportunity to increase both what works and what we need to be aware of and what we should avoid whether it be he
Would be utilize something. So commissioners what we will have when we open the door at General Hospital for the large part of the same system we have today. Okay. We do have some new systems going in that we do not have. For example mdm is one of the new systems. We dont have that today but in large part were going to actually take what we have were going to modify it to meet the needs of the new hospital and for example if you change the number of beds and the location the system has to be completely changed out and redesigned in some ways to make it work and anywhere from the clinical system to the Financial System so thats the work effort going on today. Basically the decision was made because with the rebuild and the effort it took to do the rebuild and the reorganization of the it it wasnt possible to engage in a new emr and confident we could be successful, so it was really opted we would do it more in stage fashion because the reality is commissioners even if we opted to do the
Actually take what we have were going to modify it to meet the needs of the new hospital and for example if you change the number of beds and the location the system has to be completely changed out and redesigned in some ways to make it work and anywhere from the clinical system to the Financial System so thats the work effort going on today. Basically the decision was made because with the rebuild and the effort it took to do the rebuild and the reorganization of the it it wasnt possible to engage in a new emr and confident we could be successful, so it was really opted we would do it more in stage fashion because the reality is commissioners even if we opted to do the new emr and had the manpower to do it our infrastructure across dph was not ready. The things that would help us doesnt exist today so if a doctor has a reset issue he has to call the help desk and open a ticket and wait. If you have a Clinical Health desk they deal directly with clinicians to expedite the requests to