Interoperability challenges with imaging systems in John Paul II Hospital, Krakow, Poland

Among the main lessons learned during digital imaging implementation and system integration at John Paul II Hospital in Krakow, Poland, were interoperability issues. According to Zbigniew Les from the hospital, “only with closely integrated ICT systems throughout the hospital, the full imageenabled medical electronic patient record can become reality”. However, while extending the ICT network within the hospital and interconnecting it with the systems of other institutions, the hospital faced interoperability problems. Due to a lack of interoperability, John Paul II Hospital cannot take full advantage of the technology in place to extend its usage outside the campus.

On the one hand, “there are still too many versions of software that are not compatible within the sector causing difficulty to exchange data”, Mr. Les said. A lack of state regulation is a further reason: “The process of system integration within the hospital and with other institutions, for example the National Health Fund, is hampered by a lack of clear state regulation about electronic data storage and exchange as well as a lack of standards for exchanging medical information.” Consequently, beside technical solutions, “the involvement of policy makers is equally important to bring clarity and impose some common solutions for the healthcare sector”.

Currently, large institutions with competitive advantage such as John Paul II Hospital impose their solutions to others, Mr Les explained. This may lead to several competitive standards. Their coexistence may result in unnecessary complications for the users and may make the creation of interoperable solutions at the national level more difficult.

Source: European Commission, Enterprise and Industry DG (2007b), p. 116.

ICT standards consolidation to overcome interoperability problems

Standards are key to interoperability because they provide the specifications which are necessary for systems to communicate meaningfully with each other. From the perspective of the buyers and users of healthcare ICT – for example general practitioners or ICT managers in hospitals, community care centres and insurance funds – interoperability problems may arise because of various shortcomings of e-health standards and standardisation.

These may include a large number of conflicting standards on the one hand but too few or insufficiently developed standards for particular solutions on the other hand. From an ICT industry perspective, there is a lack of sufficiently specified and commonly used ICT standards that meet user needs.

Consequently, a solution for the ICT interoperability challenge in the health sector may be the common use of a more confined number of well-developed and harmonised standards. This may in short be considered as “standards consolidation”. Standards consolidation is easily stated as an objective but difficult to realise. Numerous standardisation organisations, governments, and enterprises with diverging interests are struggling to maintain or gain power in defining ICT standards for the health sector. The number of standards used and the number of organisations involved in defining standards is very high and almost impossible to overview.

The complexity of the area of ICT standardisation itself is an important barrier to reach the objective of standards consolidation and even to decide where and how best to tackle it. Structuring the area of e-health standardisation and thus reducing this complexity is a key objective of standardization.

Healthcare Interoperability: the big debate!

Are international standards the most important factor in healthcare interoperability?A reader poll ahead of the Healthcare Interoperability conference in Birmingham decided that they were. But what would expert debaters and their audience think on the day? Fiona Barr reports.

Are international standards the key to long-lasting success in healthcare interoperability - or are they sometimes doing more harm than good? That, essentially, was the question posed by those speaking in the debate at E-Health Insider’s Healthcare Interoperability conference in Birmingham.

For the motion

Paul Woolman, ehealth information architect in the ehealth directorate of the Scottish Government, proposed the motion that: “This House believes that international standards are the most important factor in achieving interoperability in healthcare.”

He argued that interoperability is not only about achieving the technical transfer of data, but also about ensuring that the clinical meaning is understood. To get that to work, successful international standards are essential, he said. “You can do things with local solutions but to do things that last for a long time you need international standards,” he added.

His view was backed up by Philip Scott, a board member of HL7 and head of IT projects and development for Portsmouth Hospitals NHS Trust.

Scott argued that standards were not a bar to life in the real world and standards such as those used in debit cards were proof that international standards could work. “Standards have to be international because vendors are operating in a global market,” he said.

And against

The case against the motion was put forward by Martin Strange, head of health IT at Lloyds Pharmacy. Strange said he believed that some standards were “the greatest impediment” to interoperability and that open, national standards were much more important. He said these could retain flexibility while delivering functionality and: “We need that flexibility.”

Strange was backed by Ian Herbert, an independent health informatician and vice-chair of the British Computer Society’s Health Informatics Forum.

Herbert argued that international standards are not developed in a coherent manner and not always developed by the most appropriate people to do the job. He also said features that were relevant to the US were not always relevant in the UK - and vice versa – while international standards were difficult to change and complex to maintain.

“What actually matters is reliable and consistent use of standards, and international standards don’t make this any easier,” he said.

Open for debate

The four debaters were questioned about the commercial impact of different standards on suppliers who want to market their software worldwide.

Woolman said there was evidence from the medical devices market of big companies being willing to work together on standards to try and defer some of the costs - which could then benefit smaller suppliers.

But Herbert argued that while international companies liked to work to international standards this could also be a bar to innovation among smaller companies. He said that, for example, the cost of getting products tested by NHS Connecting for Health, the agency that runs the National Programme for IT in the NHS, could be prohibitive. “Some of these complex standards are actually doing some harm as well as good,” he said.

Dr Mary Hawking, a GP in Bedfordshire, asked whether international standards should be introduced for information itself, given that healthcare interoperability was all about moving patient data around.

Scott responded that clinical practice differed across the globe and that achievement would have to be limited to some sort of summary, highlighting the proposals for a European health record summary.

Others in the audience suggested that introducing standards for clinical content was critical before anything else was tackled. The newly-published standards developed by the Royal College of Physicians were welcomed as a good first step. “Unless we address the clinical content we have nothing to convey,” one doctor said.

Summing up for those supporting the motion, Woolman said national standards were never going to be enough. “Medicine is an international business. Companies work internationally. They want to use international standards. International standards have to be used in the long term,” he said. However, the motion was lost by just one vote.

(Source : http://www.ehealtheurope.net)

Why Healthcare IT Projects “Go Bad”?

Dr. David More MB, PhD, has an excellent summary of the reasons why healthcare IT projects "go bad." It is clear this is an international phenomenon unrelated to the type of healthcare system (e.g., socialized vs. private sector model), and that the root causes are similar.

The reasons cited by Dr. More from his blog are as follows (emphases on the key phrases are mine):

1. Many believe a key point is that managerial and organisational instability is a major cause of failure. I agree this is really important and, indeed, when one reflects on the Public Health Sector it is really a relative rarity to have an Area Health Service CEO or CIO serve out their full five year contract. This flux is due, in part at least, to a combination of Government and Ministerial changes, changing policy priorities, some being perhaps promoted beyond their capabilities and the unexpected events that precipitate management change. Conducting any significant project in the absence of continuing stable senior management support is a recipe of disaster.

2. Especially in the public sector, there is often a disconnect between the managerial responsibility placed on a project manager and the freedom to act they are accorded. At times this leads to the “wrong” staff being retained in roles for which they are no longer suited, to the detriment of the project as a whole. The disconnect (and budget inflexibility) also often leads to difficulty in attracting and retaining suitably skilled staff as well as excessive delay in staff acquisition. The other problem that is almost universally encountered in Hospital projects in my experience is the “drip feed” of funds and the difficulties in getting suppliers paid. More than once I have seen competent project managers just resign in disgust when they realise they have neither the spending authority, money or the staff to deliver the project they are required to make happen.

3. Because executive health-care management are often uncomfortable regarding many aspects of Health IT, frequently associated with a fairly limited understanding of what is required, at an executive level, for project success, the quality of project sponsorship and support is less than is needed. Senior executives, like everyone else, prefer to stay within their “comfort zone” and, if the Health IT project is not within that zone, real difficulties are almost inevitable. The project manager has a difficult responsibility to carry the project sponsor along on the journey, and to make it clear what they must do for the project to be a success on their watch!

4. Clinicians inevitably see a new system as a very low priority in their “caring for their patients” activities. This will lead to all sorts of difficulties with change management, training and effective use of a new system, unless both executive management are fully committed and real “clinician” evangelists and enthusiasts are recruited to work with their peers.

5. Involvement of all relevant categories of clinicians in the selection and later configuration of systems is crucial. The clinicians really have to be confident the system will work for them and be convinced of its value and utility or the project will be at extreme risk before it even starts.

6. There is a real tendency to underestimate the complexity of and the effort required to implement say a new laboratory or patient management system – to say nothing of clinician facing systems such as Computerised Physician Order Entry or Computerised Nursing Documentation which involve virtually all key staff changing the way they work. Careful planning and an really adequate emphasis on education and change management are vital as is developing real clinician ownership of the project.

7. It is clear that all organisations need to develop organisational competence and teamwork with Health IT. I think the best way to do this is to choose one or two easily “doable” projects and get them done on time and within budget. Only once this capability is proven should an organisation try the larger and more complex implementations. Success, as they say, builds on success.

8. It is clear that when implementing systems in hospitals size really does matter. It is a relatively straightforward process to put basic systems in a 100 bed regional hospital in 3-6 months with very little difficulty. The 1000 bed tertiary teaching referral hospital is a horse of a totally different colour. The budget is likely to be in the millions, the complexity of what is needed much higher and the work practices more entrenched. All this means both risk and duration are much higher. Additionally these organisations cannot be fed a ‘one size fits all’ solution. The systems that are deployed must not only be flexible but be flexibly implemented in consultation with ALL involved.

9. It is vital to work hard to develop an open and frank relationship between the system vendor and the organisation which is implementing the new system. No contract will prevent a disaster but work on ensuring a constructive, frank and balanced relationship will make a huge difference.

I feel this is well said. Healthcare organizations should take heed of these observations.

(Reference : http://aushealthit.blogspot.com)

who still wonders if the dream of our founders is alive in our time, who still questions the power of our democracy? Tonight is your answer!

OBAMA: Hello, Chicago.If there is anyone out there who still doubts that America is a place where all things are possible, who still wonders if the dream of our founders is alive in our time, who still questions the power of our democracy, tonight is your answer.

It’s the answer told by lines that stretched around schools and churches in numbers this nation has never seen, by people who waited three hours and four hours, many for the first time in their lives, because they believed that this time must be different, that their voices could be that difference.

.

It’s the answer spoken by young and old, rich and poor, Democrat and Republican, black, white, Hispanic, Asian, Native American, gay, straight, disabled and not disabled. Americans who sent a message to the world that we have never been just a collection of individuals or a collection of red states and blue states.

We are, and always will be, the United States of America.

It’s the answer that led those who’ve been told for so long by so many to be cynical and fearful and doubtful about what we can achieve to put their hands on the arc of history and bend it once more toward the hope of a better day.

It’s been a long time coming, but tonight, because of what we did on this date in this election at this defining moment change has come to America.

A little bit earlier this evening, I received an extraordinarily gracious call from Senator McCain. Senator McCain fought long and hard in this campaign. And he’s fought even longer and harder for the country that he loves. He has endured sacrifices for America that most of us cannot begin to imagine. We are better off for the service rendered by this brave and selfless leader.

I congratulate him; I congratulate Governor Palin for all that they’ve achieved. And I look forward to working with them to renew this nation’s promise in the months ahead.

I want to thank my partner in this journey, a man who campaigned from his heart, and spoke for the men and women he grew up with on the streets of Scranton ... and rode with on the train home to Delaware, the vice president-elect of the United States, Joe Biden.

And I would not be standing here tonight without the unyielding support of my best friend for the last 16 years ... the rock of our family, the love of my life, the nation’s next first lady ... Michelle Obama.

Sasha and Malia ... I love you both more than you can imagine.

And you have earned the new puppy that’s coming with us ...to the new White House. And while she’s no longer with us, I know my grandmother’s watching, along with the family that made me who I am. I miss them tonight. I know that my debt to them is beyond measure.

To my sister Maya, my sister Alma, all my other brothers and sisters, thank you so much for all the support that you’ve given me. I am grateful to them.

And to my campaign manager, David Plouffe ... the unsung hero of this campaign, who built the best — the best political campaign, I think, in the history of the United States of America. To my chief strategist David Axelrod ... who’s been a partner with me every step of the way. To the best campaign team ever assembled in the history of politics ... you made this happen, and I am forever grateful for what you’ve sacrificed to get it done.

But above all, I will never forget who this victory truly belongs to. It belongs to you. It belongs to you.

I was never the likeliest candidate for this office. We didn’t start with much money or many endorsements.

Our campaign was not hatched in the halls of Washington. It began in the backyards of Des Moines and the living rooms of Concord and the front porches of Charleston. It was built by working men and women who dug into what little savings they had to give $5 and $10 and $20 to the cause.

It grew strength from the young people who rejected the myth of their generation’s apathy ... who left their homes and their families for jobs that offered little pay and less sleep.

It drew strength from the not-so-young people who braved the bitter cold and scorching heat to knock on doors of perfect strangers, and from the millions of Americans who volunteered and organized and proved that more than two centuries later a government of the people, by the people, and for the people has not perished from the Earth.

This is your victory.

And I know you didn’t do this just to win an election. And I know you didn’t do it for me. You did it because you understand the enormity of the task that lies ahead. For even as we celebrate tonight, we know the challenges that tomorrow will bring are the greatest of our lifetime — two wars, a planet in peril, the worst financial crisis in a century.

Even as we stand here tonight, we know there are brave Americans waking up in the deserts of Iraq and the mountains of Afghanistan to risk their lives for us.

There are mothers and fathers who will lie awake after the children fall asleep and wonder how they’ll make the mortgage or pay their doctors’ bills or save enough for their child’s college education.

There’s new energy to harness, new jobs to be created, new schools to build, and threats to meet, alliances to repair.

The road ahead will be long. Our climb will be steep. We may not get there in one year or even in one term. But, America, I have never been more hopeful than I am tonight that we will get there.

I promise you, we as a people will get there.

AUDIENCE: Yes we can! Yes we can! Yes we can!

OBAMA: There will be setbacks and false starts. There are many who won’t agree with every decision or policy I make as president. And we know the government can’t solve every problem.But I will always be honest with you about the challenges we face. I will listen to you, especially when we disagree. And, above all, I will ask you to join in the work of remaking this nation, the only way it’s been done in America for 221 years — block by block, brick by brick, calloused hand by calloused hand.

What began 21 months ago in the depths of winter cannot end on this autumn night.This victory alone is not the change we seek. It is only the chance for us to make that change. And that cannot happen if we go back to the way things were.

It can’t happen without you, without a new spirit of service, a new spirit of sacrifice.So let us summon a new spirit of patriotism, of responsibility, where each of us resolves to pitch in and work harder and look after not only ourselves but each other.

Let us remember that, if this financial crisis taught us anything, it’s that we cannot have a thriving Wall Street while Main Street suffers.

In this country, we rise or fall as one nation, as one people. Let’s resist the temptation to fall back on the same partisanship and pettiness and immaturity that has poisoned our politics for so long.Let’s remember that it was a man from this state who first carried the banner of the Republican Party to the White House, a party founded on the values of self-reliance and individual liberty and national unity.

Those are values that we all share. And while the Democratic Party has won a great victory tonight, we do so with a measure of humility and determination to heal the divides that have held back our progress.

As Lincoln said to a nation far more divided than ours, we are not enemies but friends. Though passion may have strained, it must not break our bonds of affection.

And to those Americans whose support I have yet to earn, I may not have won your vote tonight, but I hear your voices. I need your help. And I will be your president, too.

And to all those watching tonight from beyond our shores, from parliaments and palaces, to those who are huddled around radios in the forgotten corners of the world, our stories are singular, but our destiny is shared, and a new dawn of American leadership is at hand.

To those — to those who would tear the world down: We will defeat you. To those who seek peace and security: We support you.

And to all those who have wondered if America’s beacon still burns as bright: Tonight we proved once more that the true strength of our nation comes not from the might of our arms or the scale of our wealth, but from the enduring power of our ideals: democracy, liberty, opportunity and unyielding hope.

That’s the true genius of America: that America can change. Our union can be perfected. What we’ve already achieved gives us hope for what we can and must achieve tomorrow. This election had many firsts and many stories that will be told for generations. But one that’s on my mind tonight’s about a woman who cast her ballot in Atlanta. She’s a lot like the millions of others who stood in line to make their voice heard in this election except for one thing: Ann Nixon Cooper is 106 years old.

She was born just a generation past slavery; a time when there were no cars on the road or planes in the sky; when someone like her couldn’t vote for two reasons — because she was a woman and because of the color of her skin.

And tonight, I think about all that she’s seen throughout her century in America — the heartache and the hope; the struggle and the progress; the times we were told that we can’t, and the people who pressed on with that American creed: Yes we can.

At a time when women’s voices were silenced and their hopes dismissed, she lived to see them stand up and speak out and reach for the ballot. Yes we can.

When there was despair in the dust bowl and depression across the land, she saw a nation conquer fear itself with a New Deal, new jobs, a new sense of common purpose. Yes we can.

AUDIENCE: Yes we can.

OBAMA: When the bombs fell on our harbor and tyranny threatened the world, she was there to witness a generation rise to greatness and a democracy was saved. Yes we can.

AUDIENCE: Yes we can.

OBAMA: She was there for the buses in Montgomery, the hoses in Birmingham, a bridge in Selma, and a preacher from Atlanta who told a people that We Shall Overcome. Yes we can.

AUDIENCE: Yes we can.

OBAMA: A man touched down on the moon, a wall came down in Berlin, a world was connected by our own science and imagination. And this year, in this election, she touched her finger to a screen, and cast her vote, because after 106 years in America, through the best of times and the darkest of hours, she knows how America can change.Yes we can.

AUDIENCE: Yes we can.

OBAMA: America, we have come so far. We have seen so much. But there is so much more to do. So tonight, let us ask ourselves — if our children should live to see the next century; if my daughters should be so lucky to live as long as Ann Nixon Cooper, what change will they see? What progress will we have made?

This is our chance to answer that call. This is our moment. This is our time, to put our people back to work and open doors of opportunity for our kids; to restore prosperity and promote the cause of peace; to reclaim the American dream and reaffirm that fundamental truth, that, out of many, we are one; that while we breathe, we hope. And where we are met with cynicism and doubts and those who tell us that we can’t, we will respond with that timeless creed that sums up the spirit of a people: Yes, we can.

Thank you. God bless you. And may God bless the United States of America.

£12bn NHS computer system crashes at the first attempt

THE rollout of a new computer system to every London hospital has been frozen after being installed in just one organisation. IT experts have stopped setting up the software across the capital and have rushed to sort out problems caused by the system at the Royal Free Hampstead NHS trust the only acute hospital to have installed it so far.

It is the latest blow for the £12billion national programme, designed to give doctors access to patients' records wherever they are in the country. The system has been beset with software glitches and design faults. One internal health service document said it could put seriously ill patients at risk of being inaccurately diagnosed.

According to the document, it is routinely crashing, intermittently losing patient information, and some staff are reverting to pen and paper. There have already been reports that implementation of the system nationwide has virtually ground to a halt. The project is already four years late. So far the Royal Free is the only trust to have installed the latest "London Configuration 1" software.

It links to the NHS "spine" that stores patient information. To protect patient confidentiality users must swipe an electronic card to access the data. Kay Fletcher, spokeswoman for the London Programme for IT, which is responsible for the upgrade of NHS computers, said: "We want to learn from the issues at the Royal Free before rolling it out."

Ms Fletcher admitted no more hospitals would get the upgrade until next year. Four trusts Kingston, Queen Mary's Roehampton, St George's in Tooting, and Imperial Healthcare in west London, were expected to be next in line for the new system.

Ms Fletcher said: "The trusts are continuing with their preparations but we are discussing revised golive dates. We have Christmas coming up and we wouldn't want a trust to go live at that time and January is also very busy."

A spokeswoman for the Royal Free said: "Although the implementation initially went better than we expected, there are some problems with the system. As a result, a programme was set up in early October with the local service provider, BT; the London Programme for Information Technology; and the system supplier, Cerner UK, to address these issues."

Source: http://www.thisislondon.co.uk/standard

Aktiviti Akademik UiTM Sesi Dis 2008 - Mei 2009

	AKTIVITI	TARIKH	TEMPOH
1	Pra-Pendaftaran Kursus – Pelajar	24/10-10/11/08	18 hari
2	Konsolidasi/Analisis Data Pra Pendaftaran – PSMB	11/11/08	1 hari
3	Penyediaan jadual waktu kuliah (ICReSS) – Jawatankuasa Jadual Waktu (JJW)	12/11-16/12/08	34 hari
4	Keputusan Peperiksaan OKTOBER 2008 diumumkan	18/12/08
5	Jana kursus-kursus ‘outstanding’ – PSMB	19/12/08	1 hari
6	Konsolidasi/Analisis Data untuk pengemaskinian jadual waktu kuliah – PSMB	20/12/08	1 hari
7	Pengemaskinian jadual waktu kuliah - JJW	21-22/12/08	2 hari
8	Pendaftaran kursus online e-PJJ	20/12/08 – 21/1/09	32 hari
9	Pendaftaran kursus semi-automatik pelajar lama clear-cut – KP/AR/EO (Pilot Screen – EC dan AC)	21-22/12/08	2 hari
10	Pendaftaran Pelajar IPSis	13/12/08	-
11	Pendaftaran Pelajar PLK (lama)	22/12/08	-
12	Pendaftaran kursus secara online (termasuk tambah dan gugur kursus) – Pelajar	23/12/08 - 25/1/09	34 hari
13	Penjanaan bil akhir (selepas selesai add/drop) pelajar ePJJ	22/1/09	1 hari
14	Pembayaran yuran pelajar ePJJ	23-31/01/09	8 hari
15	Penjanaan bil yuran pelajar PLK/SML	26-27/1/09	2 hari
16	Pembayaran yuran pelajar PLK/SML	29/1 – 9/2/09	7 hari
17	Pengesahan pendaftaran kursus - Pelajar	27/1 – 9/2/09	14 hari
18	Pendaftaran pelajar baru lepasan SPM/STPM/ Matrikulasi	20-22/12/08	3 hari
19	Penjanaan Pelan Pengajian Pelajar Baru lepasan SPM/STPM/Matrikulasi – PSMB	21-24/12/08	4 malam
20	Pendaftaran Semi-Automatik Pelajar Baru lepasan SPM/STPM/ Matrikulasi– KP/AR/OE	26-31/12/08	4 hari
21	Pendaftaran pelajar baru lepasan diploma	27/12/08	2 hari
22	Penjanaan Pelan Pengajian Pelajar Baru lepasan diploma – PSMB	27-28/12/08	2 malam
23	Kemaskini Bahagian Semasa Pelajar Baru Lepasan Diploma – KP/AR/EO	29-31/12/08	3 hari
24	Kuliah	30/12/08 – 25/1/09	4 minggu
25	Kemaskini Pengecualian Kredit (PC) dalam sistem	2-16/1/09	14 hari
26	Pengesahan (Validasi) Pendaftaran Kursus	27/1 -9/2/09	2 minggu
28	Cuti Pertengahan Semester	26/1 – 1/2/09	1 minggu
29	Kuliah	2/2 – 12/4/09	10 minggu
30	Cuti Ulangkaji	13-19/4/09	1 minggu
31	Peperiksaan Akhir	20/4 – 10/5/09	21 hari
32	Cuti Semester	11/5 - 5/7/09	7 minggu
33	Pendaftaran Intersesi secara Online	11/3 – 11/5/09	9 minggu
34	Kuliah Intersesi	18/5 – 19/6/09	5 minggu
35	Keputusan Peperiksaan APRIL 2009 diumumkan	5/6/09	-
36	Pendaftaran Peperiksaan Khas secara Online	6 – 15/6/09	10 hari
27	Peperiksaan Intersesi dan Peperiksaan Khas	22-24/6/09	3 hari

Segalanya Konspirasi Yahudi (Goyem)...?

YAHUDI PENCETUS REVOLUSI SEDUNIA

Suatu dokumen yang didedahkan oleh professor Nylos di Rusia pada tahun 1905M merupakan rancangan jangka panjang Illuminati sebagaimana yang dijelaskan oleh Mayer Rothschild kepada rakan-rakannya di Frankfurt pada tahun 1773. (Lihat: Halak Wa Dinar Amerika Muntazar. Hlm. 3–38) Rancangan yang telah diprogramkan ialah membiayai dan menguasai Gerakan Revolusi sedunia oleh pemodal elit antarabangsa yang berpengaruh yang tidak pernah taat kepada sebarang negara, sebaliknya menggugat semua negara. Satu carta “World Supra Government atau Kerajaan Tertinggi Sedunia” menunjukkan organisasi-organisasi lain yang dikuasai oleh kapitalis antarabangsa bekerjasama dengan CFR (Council Foreign Relations) yang terdiri dari kumpulan organisasi Anglo-Amerika yang merancang untuk mendirikan satu Kerajaan sedunia. (Lihat: None Dare Call It Conspiracy. Hlm. 88. Gary Allen)

Bank of England yang ditubuhkan pada 1694 atas desakan para pemodal bank antarabangsa agar Raja England meminjam wang darinya. Dimiliki oleh badan swasta dan diberi kebenaran mencetak wang bagi pihak kerajaan Britain sehingga menerima faedah atas semua wang yang dicipta daripada tangan yang kosong. (Lihat: The Enemy Within the Empire. Hlm. 3. Eric Butler) Walaupun Bank of England dimilik-negarakan pada tahun 1945, namun ia adalah penipuan, helah dan strategi untuk memperkuat kedudukan keluarga Rothschild agar dapat mencengkam ekonomi Britain kerana terpaksa menggunakan hanya mata wang yang dikeluarkan oleh Rothschild (Perkataan “Rothschild” dari perkataan Jerman bermaksud “Baju Besi” yang dimunculkan pada kurun ke 18M. Iaitu gelaran untuk sebuah keluarga Yahudi yang mendapat perlindungan khusus dari kerajaan Jerman) melalui Bank of England.

Walaupun pelbagai usaha telah dibuat untuk mengekang kuasa Bank Simpanan Bersekutu (FRB), namun pada hakikatnya FRB telah menguasai kerajaan dan mengawal semua urusan di dalam kongres dan mengawal semua perhubungan antarabangsa. Ini boleh memusnahkan kerajaan mengikut kehendak (kuasa) FRB. (Lihat: The Most Secret Science. Hlm. 54. E. Robert Archibald)

Pada hakikatnya yang berkuasa (Jawatankuasa yang menguasai perbendaharaan kerajaan Britain) di England adalah golongan pemodal elit Yahudi antarabangsa. Mereka berada di Bandar London menguasai pentadbiran yang dikuasai antara dua belas sehingga empat belas pentadbir. (Lihat: Descent Into Slavery. Hlm 41. Des Griffin. Oregon USA, Emissary Publication. 1980. Edisi 1988)

Dengan kecekapan tipu helah, pemodal-pemodal Bank Yahudi Antarabangsa berjaya menubuhkan The Federal Reserve Bank of Amerika atau Bank Simpanan Persekutuan Amerika pada 23 Disember 1913. Melalui bank ini mereka berjaya menguasai ekonomi Amerika Syarikat. (Lihat: Descent Into Slavery. Hlm 41. Des Griffin. Oregon USA, Emissary Publication. 1980. Edisi 1988) Wang satu dollar Amerika Syarikat yang dipenuhi logo lambang gerakan Yahudi menunjukkan bahawa Amerika Syarikat dikuasai oleh Yahudi. Dengan kejayaan Yahudi ini, mereka menguasai ekonomi dan politik di dalam dan di luar Amerika sehingga memberi kesan buruk kepada politik antarabangsa.

Pada tahun 1773M mereka telah menubuhkan “Grand Orient Freemasonary” di Eropah yang bermatlamat untuk menggunakan pergerakan Revolusi Sedunia untuk menganjurkan rancangan sulit mereka berasaskan ideology Talmud (Zionisme) untuk merealisasikan perjanjian Tuhan Yehova yang termuat di dalam Kitab Talmud agar Yahudi menguasai dunia dengan cara memusnahkan bangsa-bangsa lain (Goyem) untuk kemudahan dan keselesaan Yahudi “Umat yang terpilih”.

MENGUASAI EKONOMI BRITAIN MELALUI PENIPUAN

Keluarga Rothschild bangsa (keturunan) Yahudi menguasai ekonomi Britain melalui (Bursa Saham London), iaitu dengan membuat penyusunan strategi Stock Exchange London pada tahun 1815M setelah berlakunya peperangan besar antara Wellington (tentera Inggeris) dengan Napoleon (Perancis). Semasa kemuncak peperangan Nathan Mayer Rothschild menjual semua saham (consul) untuk memberi gambaran bahawa tentera Wellington akan menerima kekalahan yang mengakibatkan harga consul akan jatuh dengan teruk ke paras 5 sen setiap dollar. Nathan secara diam-diam membeli semula semua consul yang ada dengan harga yang paling rendah, kerana melalui perisiknya yang terbaik dia telah tahu bahawa tentera Wellington sebenarnya akan memenangi peperangan. (Lihat: Descent Into Slavery. Hlm 41. Des Griffin. Oregon USA, Emissary Publication. 1980. Edisi 1988)

Setelah berita kemenangan tentera Wellington sampai ke Bursa Saham London, harga saham (consul) melambung naik dan Nathan mendapat keuntungan yang berlipat ganda. Melalui kekuatan ekonominya di England, maka keluarga Rothshild mencengkam dan memperkuatkan pengaruh ekonominya di seluruh Eropah sehingga ke waktu-waktu berikutnya. (Lihat: Descent Into Slavery. Hlm 32-44. Des Griffin. Oregon USA, Emissary Publication. 1980. Edisi 1988)

Apabila dikaji lebih mendalam mengenai persoalan Yahudi antarabangsa, pengkaji akan menemui kenyataan bahawa yang memainkan peranan dan kepentingn besar di Eropah adalah pemodal bank Yahudi antarabangsa, iaitu secara rahsia mereka memberi keputusan terhadap semua kerajaan-kerajaan. Begitu juga seluruh bumi Soviet telah ditewaskan melalui inisiatif pemodal-pemodal bank Yahudi Amerika dan di Eropah yang masih wujud hingga pada masa sekarang. (Lihat: Israel Our Duty Our Dilemma. Hlm. 155. Theodere Winston Pike) Di Amerika Syarikat pula yang paling berkuasa ialah Council Foreign Relations yang ringkasnya CFR atau Majlis Perhubungan Luar Negeri). Ia merupakan badan yang diurus dan dikuasai oleh para pemodal elit Yahudi antarabangsa.

YAHUDI MENGUASAI EKONOMI AMERIKA & DUNIA

Pada tahun 1988 para pemodal elit (Yahudi) antarabangsa (seperti Rothschild Bank of London, Berlin, Lazard Brothers Bank of Hamburg, Amsterdam, Lehman Brothers Bank of New York dan pemilik Goldman Sachs Bank of New York) telah berjaya menguasai ekonomi Amerika Syarikat melalui dua belas Bank Simpanan Persekutuan (Federal Reserve Banks). (Lihat: The Most Secret Science. Hlm. 54-56. Archibald E. Roberts. Edisi 1988) Kongres Amerika Syarikat telah meluluskan Akta Simpanan Persekutuan (Federal Reserve Act) pada 23 Disember 1913 yang memberi kuasa kepada 12 Bank Persekutuan untuk mencetak wang dollar Amerika Syarikat. Akta ini adalah suatu penipuan besar yang bertentangan dengan Perlembagaan Amerika Syarikat, kerana kebenaran mencetak wang hanya diberikan kepada Agensi Kerajaan sahaja. (Lihat: The Most Secret Science. Hlm. 54-56. Archibald E. Roberts. Edisi 1988) Anehnya, tidak ada jaminan sebarang harta atau apa-apa pun yang dilabur oleh para pemilik Bank Persekutuan sebagai modal untuk mencetak wang Amerika kecuali tinta (dakwat) dan kertas sahaja. (Lihat: The Most Secret Science. Hlm. 54-56. Archibald E. Roberts. Edisi 1988)

Adapun perancang utama (master mind) yang merangkakan kegiatan Bank Simpanan Persekutuan adalah Alfred Rothschild (Yahudi) dari London. (Lihat: The Most Secret Science. Hlm. 56. Archibald E. Roberts. Edisi 1988) Pada bulan Jun 1982 faedah yang dibayar bagi hutang negara Amerika ialah sebanyak US$ 1 trillion kepada Bank Persekutuan ialah sebanyak US$ 100 billion setiap tahun. (Lihat: The Most Secret Science. Hlm. 52. Archibald E. Roberts. Edisi 1988)

Ingatlah bahawa Amschel Rothschild memberi amaran!:

“Let me issue and control a nation’s money and I care not who writes it’s laws”. Bermaksud: “Izinkan saya mengeluarkan dan menguasai wang negara dan saya tidak akan peduli siapa yang menentukan undang-undang kewangan”.

Logiknya apabila Yahudi telah menguasi sistem kewangan Amerika, maka Yahudi akan menguasai seluruh Amerika Syarikat bermula dari pegawai eksekutifnya, kongres, seluruh bahagian ketenteraan, media massa, pendidikan, undang-undang dan semua kegiatan Amerika Syarikat. Oleh itu, hanya Yahudi yang boleh menentukan siapakah yang layak diangkat menjadi Presiden dan boleh dijatuhkan oleh mereka sebagaimana yang telah berlaku.

Setelah parti komunis Bolshevik mengambil alih dan kuasa di Soviet Rusia pada tahun 1918M ternyata 90% pegawai-pegawai pemerintah di Rusia dikuasai oleh Yahudi dari New York, Jerman, England dan negara-negara Eropah. Kerana 447 orang ialah Yahudi, 30 Rusia, 34 Letts, 22 Armenian, 12 Jerman dan 8 bangsa-bangsa lain. (Lihat: The Secret Power Behind Revolution: Free Masonery And Judaisme: Vinconte Leon de Poncis. Hlm. 199) Kenyataan ini terjadi sama seperti yang telah dirancangkan oleh pemodal Elit Zionist antarabangsa dari Amerika, Jerman dan England.

Sebenarnya orang-orang yang menjadi tulang belakang gerakan Komunis Rusia bukanlah para buruh yang tertindas, tetapi adalah pergerakan para elit antarabangsa yang ingin menindas dan menghambakan suatu bangsa dan Kerajaan Beraja Kristian yang terbesar di Asia. (Lihat: The Secret Power Behind Revolution: Free Masonery And Judaisme: Vinconte Leon de Poncis. Hlm. 199) Semua bentuk media massa utama antarabangasa di Barat dimiliki oleh kumpulan sulit ini. Semuanya yang berkaitan dengan pergerakan Komunis dan Sosialis dirahsiakan dan ditutup dari pengetahuan orang ramai.