We sought to operationalize and validate data-driven approaches to identify transgender individuals in the U.S. Department of Veteran Affairs (VA) health care system through a retrospective analysis using VA administrative data from 2006 to 2018. Besides gender identity disorder (GID) diagnoses, a combination of non-GID data elements were used to identify potential transgender veterans, including: 1) endocrine disorder, unspecified or not otherwise specified codes, 2) receipt of sex hormones not associated with the sex documented in the veteran's records (gender-affirming hormone therapy), and 3) change in the administratively recorded sex. Both GID and non-GID data elements were applied to a sample of 13,233,529 veterans utilizing the VA healthcare system between January 2006 and December 2018. We identified 10,769 potential transgender veterans. Based on a high positive predictive value of GID (83%, 95% Confidence Interval (CI)=77-89%) versus non-GID-coded veterans (2%, 95% CI=1-11%) from chart review validation, the final analytical sample comprised of only veterans with a GID diagnosis code (n=9,608). In the absence of self-identified gender identity, findings suggest that relying entirely on GID diagnosis codes are the most reliable approach to identify transgender individuals in the VA.
We sought to operationalize and validate data-driven approaches for identifying transgender individuals in the Veterans Health Administration (VHA) of the US Department of Veterans Affairs (VA) through a retrospective analysis using VA administrative data from 2006-2018. Besides diagnoses of gender identity disorder (GID), a combination of non-GID data elements was used to identify potentially transgender veterans, including 1) an International Classification of Diseases (Ninth or Tenth Revision) code of endocrine disorder, unspecified or not otherwise specified; 2) receipt of sex hormones not associated with the sex documented in the veteran's records (gender-affirming hormone therapy); and 3) a change in the veteran's administratively recorded sex. Both GID and non-GID data elements were applied to a sample of 13,233,529 veterans utilizing the VHA of the VA between January 2006 and December 2018. We identified 10,769 potentially transgender veterans. Based on a high positive predictive value for GID-coded veterans (83%, 95% confidence interval: 77, 89) versus non-GID-coded veterans (2%, 95% confidence interval: 1, 11) from chart review validation, the final analytical sample comprised only veterans with a GID diagnosis code (n = 9,608). In the absence of self-identified gender identity, findings suggest that relying entirely on GID diagnosis codes is the most reliable approach for identifying transgender individuals in the VHA of the VA.
Over the years, I have read a lot of books, articles, and blogs and listened to many podcasts about assessment and research. I find it enlightening how terminology has evolved as the student affairs/higher education assessment field has matured. Language is important and nuanced.
The project aims to increase the use of data in coverage of European affairs through infographics, video, audio, podcasts and text stories in nine languages (English, German, French, Spanish, Italian, Romanian, Hungarian, Dutch and Swedish). With EU support, coverage will be publicly available online, meaning any interested media can integrate these materials into their websites.
The European Data Journalism Network (EDJNet) is an independent network of media outlets producing and promoting data-driven coverage of European topics in up to 11 languages. The network was born in 2017 and has grown to 32 partners across the EU.
The network also offers free tools to journalists to search public data portals, to monitor Eurostat data, and to analyse tweets about EU affairs. It produces weekly newsletters, organises webinars and offers a helpdesk for any interested journalist, to build the necessary know-how and exploit the potential of data-driven journalism.
The two projects receive support following an open Call for Proposals launched last year, as part of the EU Multimedia Actions. All grant agreements contain an editorial charter to ensure editorial independence. The Call aimed to support diverse and impartial coverage of news and current affairs about EU affairs, to inform people about topics that are relevant to them and to enrich the debate with multiple views.
As highlighted in the Staff Working Document on Enhancing Security through Research and Innovation (SWD(2021) 422), a capability-driven approach allows the establishment of systematic, forward-looking, transparent and accountable processes to aid in decisions of expenditure. This is a fundamental prerequisite to be able to optimise any medium to long term planning process. Such an approach is already widely used in other communities, such as defence and aerospace. However, with the notable exception of border management, where capability-based planning has been introduced with the 2019 European Border and Coast Guard Regulation (Regulation (EU) 2019/1896 of 13 November 2019 on the European Border and Coast Guard), the majority of the EU civil security sectors have not yet fully embraced this capability-driven approach, including the long-term view and the structured framework that is inherent to it. Nonetheless, several of its elements, such as foresight, synergies between funding instruments or demand-supply dialogue are already structurally part of existing frameworks, including in domains such as law enforcement, customs or civil protection, thus showing a tendency towards a more systematic and forward-looking strategic planning.
In this video conversation called Launching and Building a Career in Student Affairs hosted by the Student Affairs Assessment Leaders (SAAL), they answer questions that may be a mystery (until recently) to fellow student affairs professionals just beginning their data-driven journey:
We have a responsibility to spend more time interpreting data and making meaning of it in a myriad of ways. When we empower ourselves to become our own data-driven experts, we feel more confident in making the right decisions, at the right time, for the right students.
This is a new organisation, just 18 months old, which aims to support and raise the profile of the profession, and spread best practice around the world. MAPS had a successful first annual conference in June and has the next scheduled for February 2018 (www.medicalaffairs.org).
The response to MAPS is another sign that Medical Affairs is now a force for change within the industry, and if it can deliver a more data-driven, patient-centric industry, this will be good news for pharma, healthcare professionals and patients alike.
This new series convenes expert perspectives on student success and predictive analytics. We hope to empower enrollment managers, student affairs professionals, deans, and faculty to think deeper about their student data, predictors of success, and managing the student lifecycle holistically from recruitment to retention to completion.
Enrollment management and student affairs offices tend to agree that managing the student lifecycle to promote greater levels of student success requires collaborative effort. Yet as enrollment and student affairs offices move to work more closely together, there can be cultural disconnects over the extent to which those offices rely on data and analysis in their day-to-day work. Managing the student lifecycle intentionally and effectively will require bridging that gap and adopting a more metrics-driven approach in student affairs.
Certainly there are metrics of success well known to student affairs offices, such as retention rates, graduation rates, and levels of engagement with co-curricular offerings. But a deeper look at each of these metrics reveals a need for greater specificity. Consider retention rates. Many institutions point to their first to second year retention without examining subsequent year-to-year retention. But is high first-year retention a true mark of success at institutions where significant numbers of students leak out or get off track following the beginning of the sophomore year
Political life in the United States has some distinct structural features that feed polarization. A two-party system could work against bifurcation if the leading parties are moderate, catch-all parties that compete for the political center. But the United States is unusual in that it has a two-party system dominated by parties that have, in recent decades, become not just more ideological but also quite institutionally weak. (Both parties now use open primaries to choose candidates and rely on more candidate-driven than party-driven political financing than is common in other democracies.) The parties have thus given up most of the tools that would allow them to serve as moderating gatekeepers, both at the national and state levels. More important, the first-past-the-post electoral system is a powerful obstacle to the formation of major third parties that could break up partisan binaries.
RESEARCH TRIANGLE PARK, NC--(Marketwired - September 06, 2017) - New analysis of over a dozen life science firms found that 60% of surveyed teams begin company driven medical education activities during the registration and launch phase, according to business intelligence provider Cutting Edge Information.
The study, Coordinating Company-Driven Medical Education Programs, found that an additional 20% of surveyed medical affairs teams begin these activities before the product launches, and the last 20% start after the product launch. Data show that none of the surveyed life science teams begin their company-driven activities before Phase 3.
Data collected and analyzed by Cutting Edge Information show that the stage in which a team decides to start company-driven medical education activities varies greatly depending on the type of product it supports.
\"Both niche and blockbuster product teams often conduct larger numbers of company-driven medical education events than common product teams,\" said Natalie DeMasi, research team leader at Cutting Edge Information. \"Starting these activities earlier in a product's lifecycle creates a larger window of time to host these events.\" 59ce067264