Submit your article of up to 500 words in length, subject to editing for clarity and brevity (please note: I run only original articles that have not appeared on any Web site or in any publication and I can’t use anything that looks like a commercial pitch). I’ll use a phony name for you unless you tell me otherwise. Thanks for sharing!

Connecting Performance Measurement and Clinical Decision Support to Improve Patient Care
By Gregory Steinberg, MD

In late 2009, the National Quality Forum (NQF) convened a panel of experts from across the health care industry to lay the foundation for promoting clinical decision support (CDS) to enhance performance measurement and help improve patient care. The Health Information Technology for Economic and Clinical Health (HITECH) Act had standardized the information needed for quality measurement.

However, it did not address the lack of standardization when it comes to the information and algorithms for measuring clinical performance, or the importance of linking clinical performance measurement with CDS to help improve it.

Over the past year, a panel of CDS experts, including Dr. Madhavi Vemireddy (our chief medical officer at ActiveHealth), worked to create a “taxonomy,” or classification of the information that connects quality measurement and CDS in clinical information systems. The result – the first step in defining the data sets needed to ultimately drive performance improvement. The panel’s new taxonomy is described in the report Driving Quality and Performance Measurement – A Foundation for Clinical Decision Support, announced this month by the NQF.

This new taxonomy has the potential to significantly improve health care. Today, many health care providers’ and organizations’ systems do not automatically capture the necessary information to drive CDS and performance measurement reporting. Having a common language for CDS and performance measurement is essential to improve quality with every patient.

All too frequently, at the individual practice level, performance measurement data has to be manually collected at the end of each performance year to create static reports that are not linked to CDS. The new CDS taxonomy will not only automate and standardize the data sets within electronic health records (EHRs), but also create the foundation to transform CDS into a dynamic workflow tool that is tightly linked with performance measurement improvement and supports performance measurement reporting as a byproduct of everyday practice. It is this connection that will improve performance and, ultimately, improve patient care and reduce health care costs.

The NQF’s report is only the first step in standardizing CDS datasets and in synergistically linking clinical performance measurement with CDS. Now, it will be up to health care vendors and organizations to begin using the taxonomy, building CDS and performance measurement alignment into their IT infrastructures. The hope is that this alignment will soon become standard practice in hospitals, physician practices, and other provider organizations across the country.

Gregory Steinberg, MD is CEO and president of ActiveHealth Management.

The “One” Thing HIT Vendors Need to Know
By Cynthia Porter

Reading the Web’s recent prognosis for Meditech strongly reinforced this simple truth: the customer is at the heart of the healthcare IT industry. This can sometimes get lost in the marketing, sales, and product development shuffle, with a company none the wiser until a valued client is no longer a returning client.

Recent blogger opinions beg several questions. What can an HIT company do to make sure it holds onto customers? Why is it so hard at times to better understand clients’ needs? It all comes down to the simple skill of listening. HIT vendors need to listen to what their clients are saying — and they’re saying a lot right now, to be sure.

Market research services fill this listening need. The HIT market is now more than ever in need of an unbiased third party to assist them in listening to their customers. Someone that will derive true opinions from a vendor’s clients — so valuable in continuing to meet clients’ needs when considering future product development.

The third-party solution provides an outlet for HIT customers to compliment or vent to. No selling, no marketing — just an ear that cares.

It is this skill of listening that will enable seasoned (some may say complacent) HIT companies like Meditech to survive. Meditech has been the “one” market leader for years – in the 200-bed market. What HIT vendors like Meditech need to realize is that the market is moving beyond the four walls of the hospital. HITECH, HIE, and ACOs are changing the game and expanding the walls.

Vendors need to listen to their customers and better understand the impetus behind their growing need for new HIT solutions. EHR integration, as mentioned in connection with Meditech’s issues, is just one part of this.

As Curly says in the movie City Slickers, there is just “one” thing and that is all there is to know. But the “one” has gotten bigger. One hospital is now one community. One state is now multiple states or regions. One patient is now the e-patient who demands access to his or her data any time, anywhere.

Meditech will need to adapt to this new way of thinking to remain the “one” vendor its customers have traditionally turned to. Luckily, it has one of the best and most active user groups on hand to help navigate this new course.

Cynthia Porter is president of Porter Research.

Steps to Take Against Medical Snooping
By Pete Niner

Medical snooping is in the news again, with the firing of four workers for looking at Congresswoman Giffords’ hospital records after the Jan. 8 shooting. While this instance was swiftly detected and punished, most instances of snooping will not make headlines, and are thus more difficult to detect. 

Few care providers will ever have a patient whose treatment will be front page news (thankfully). But lower-profile patients are victims of snooping as well.  For every case that makes the tabloids, there are doubtless many more cases involving less-newsworthy victims. A concerned father looking at his daughter’s suitor’s records, an irritated neighbor looking for malicious gossip, or a bitter ex-spouse seeking ammunition in a custody battle are much more difficult to catch.

Technology, alas, isn’t too much help here. Information security products have historically been focused on stopping unauthorized access, not the misuse of authorized access. Though there are a few products on the market that purport to detect and stop medical snooping, they are both expensive and cumbersome, beyond the financial and technical resources of many organizations. Those who can’t afford to spend six figures on a sleek, high tech product need to use other means to detect medical snooping.

Assuming your security fundamentals are in place, below are some additional ideas we’ve seen work.

Implement thorough segregation of duties. Many organizations default to an "all access" or an "all clinical access" policy for information. While this aids in staff flexibility, it is worth asking whether all staff need access to all information and judiciously trimming unneeded access.

Periodic review of access entitlements. Most organizations have solid processes to grant access; far fewer have good procedures to modify or remove access once it’s no longer necessary. An annual or bi-annual review of entitlements can clean up obsolete permissions and prevent surprises from lurking in dusty corners.

Spot checks of access, This can be done two ways: patient-centered or personnel-centered. Either review all access used to a particular patient’s records or review all access used by a particular employee. These can be done either randomly or for cause — an employee who steals medication is probably more likely to have misused his access as well.

VIP monitoring. Should a VIP enter your doors, closely monitor who accesses his or her information and why. We know of one organization that, when a VIP checked in, created half-a-dozen null records of non-existent persons with identical demographic and treatment information to that of the real VIP (security types call this a honeypot — stage actors recall 1 Henry IV, Act 5, Scene 3: "The king hath many marching in his coats".) All those who viewed the record of the dummy VIP were terminated.

Once the misuse is detected, of course, there should be clear, HR-approved procedures in place to very publicly discipline the offender.

Medical snooping can be tough to detect, but you’re not helpless. There are steps to take that will increase your ability to detect and deter such misuse.

Pete is a director at Techumen.

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The views and opinions expressed in this blog are mine personally and are not necessarily representative of current or former employers.

CIO Unplugged … Unplugged

“Aim high, aim for something that will make a difference, rather than for something that is safe and easy to do.” – Peter Drucker

How are you wired? Have you studied yourself lately, or are you busy dissecting others in order to increase your worth? (Like right now. What are you thinking as you read this blog?)

Experiences give shape to character, meaning experiences bring out what’s already inside — the genuine you. How you and I react to life’s events, both good and bad, determines whether we will find success or failure. You were created to succeed, but have you chosen to be less?

“Leaders are honest, forward-looking, competent, and inspiring.” – James Kouzes

Honest. As a college freshman, I’d hit rock bottom. A 1.6 GPA. A bank account depleted by the party life. Friends? Not sure. Family? Far away. An empty, haunting, painful experience. I saw where I was headed, and I wanted none of it.

With nothing left to lose, I got on my knees and made the decision for the greatest adventure of all — a new life, set free at last. My junior year, the adventure accelerated. I married a woman. Not just any woman. Julie was — and is — valiant, vulnerable, and scandalous, yet she keeps my feet on the ground. We said “no” to the safe life, and our journey continues 26 years and counting.

Say “no” to simply existing. The easy life makes zero difference on humanity. Healthcare IT does not need more technology or more talk about the bits and bytes. We need bold leadership!

Inspiring. A great adventure is full of thrills and danger. Climbing mountains, swimming in oceans, preparing for war, and competing at the highest levels. I’ve done these things, and I’m telling you about it without shame because I worked my butt off to reach each goal. I take roles that stretch me and then ask for more, trembling. Standing up to bullies takes guts, but someone has to do it. I will, and I have. I’ve pushed the guardrails of employers. How else can a company grow?

In June, I will lead an expedition to Kilimanjaro. We’re funding and building a medical clinic. With Tanzanian government collaboration, we will open and operate the clinic. Is this safe? Hell, no. But it’s worth the sweat and sacrifice to help a sick child.

Three times I’ve faced death. Reprimands wait for me around every corner. I’ve questioned myself and my motives. I fail, but I bounce back. I am a target. So why do I keep going? Because I understand who I am, what my purpose is, and why I was created. I take the downside knowing the upside is rewarding. The safe life is not worth living.

My five years of blogging has brought rewards and criticism — not a safe pursuit. Some find my posts offensive, and I do not apologize. While most comment to debate the merits of theories or ideas expressed, which makes us all better, others attack character. I am accused of many things: narcissism, motivational pundit, etc. (I am a work in progress and continuously developing).

Attacks come with the “unsafe” territory I’ve chosen to inhabit. I encourage debate. If you want to attack character, I am open to that as well, but I will only receive it if you engage me personally. Connect with me. Where is the credibility in taking personal shots from afar? Only cowards take the safe route.

Looking forward. My mission is to “Leverage information technology and leadership to improve health of people.” My vision is to “Develop information technology leaders who impact organizations.” Blogging on leadership from the angle of CIO is one strategy to make this mission and vision a reality.

The amount of feedback I have received over the years helps measure this. People send me stories that would make you cry. Others would have you shouting for joy. Stories of readers taking a stand. Stories of readers rising to their potential. Stories from vendor and hospital CEOs, from clinicians to the young and old, the payor, and the provider communities.

Modeling and encouraging leadership influences more people than does commenting on technology. That’s why I do it. I’m wired to lead.

The significant way to transform healthcare is to speak less on technology and instead be a leader with a bias for action. You can learn about cloud, networks, or virtualization in school. Leadership, on the other hand, is caught, not taught. I will not waste energy rehashing Computers 301 when I can challenge and inspire you to be more of who you were created to be. A success!

This blog is me unplugged. This is my background and my motivation. Do you have a defined purpose? How do you measure your results? What motivates you?

Ed Marx is a CIO currently working for a large integrated health system. Ed encourages your interaction through this blog. Add a comment by clicking the link at the bottom of this post. You can also connect with him directly through his profile pages on social networking sites LinkedIn and Facebook and you can follow him via Twitter — user name marxists.

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From Tom Paine: “Re: reader comments. I appreciate that you don’t seem to censor.” Here’s where I’m torn: all those anti-technology, axe-grinding comments you see posted under a variety of names are coming from the same 1-2 trolls from Pittsburgh hospitals, sometimes posting as a doctor or nurse, who can be counted on like a fine Swiss watch to clog up every post with easily recognizable anti-HIT comments (software is dangerous, experimental, a government conspiracy, etc.) It’s not their argument that I mind, it’s the attempt to make their monotonic mantra look like a populist groundswell by near-constant posting. I resent the dishonesty and I sometimes delete their comments when I’ve had enough, especially when they start pestering Jayne or Inga.

From Linus Pauling: “Re: Epic. Support is going downhill fast with lots of defections and new customers. Look for KLAS scores to be affected. Hospitals are not happy getting a main contact who’s a 21-year-old straight out of college with an economics degree.” Unverified.

From The PACS Designer: “Re: Stage 1 Meaningful Use. CIO John Halamka and Robin Raiford of Allscripts have given us a handy matrix that defines the numerator and denominator required to measure compliance for the rules to achieve the minimum objectives for payment in Meaningful Use Stage 1. Here’s a link to the NIST testing site for MU validation.”

From Ulysses S. Federal Grant: “Re: salespeople on commission. eClinicalWorks does not pay commissions, either.” I like that approach. To do otherwise is to provide incentives for the wrong outcome, like most of medicine in paying for procedures instead of results: commissioned salespeople make more money for enticing someone to sign a deal and then moving quickly on to the next prospect no matter what the outcome. It’s not surprising that salespeople will promise almost anything knowing that they’ll make hundreds of thousands of dollars for getting someone to sign on the line which is dotted, even if it’s not necessarily in that prospect’s best interest to do so.

From Daryle Harmonica: “Re: EMRs. An meta-analysis study in PLOS Medicine (the open-access equivalent of NEJM) comes to the usual conclusions – the evidence of EMR benefits is lacking. Their methods sound pretty rigorous.” For those who don’t know, a meta-analysis is a study of studies, combining their results in a statistical way to reach a broad and possibly new conclusion. This one finds that, despite the theoretical benefits of digital technologies in healthcare, nobody has proven that they are risk free and cost effective, and recommends that technologies should be evaluated against a consistent set of measures throughout their life cycles to make sure they are providing benefit. I like that idea – hospitals rarely evaluate their clinical system projects at all and almost never publish the results when they do, but even if they did, the results wouldn’t be extensible because everybody is measuring differently. Maybe that’s something that ONC or FDA should do – come up with a standard set of clinical system quality metrics (uptime, user satisfaction, system-related clinical errors, etc.) and require annual centralized reporting that’s open for public scrutiny. The study also found that almost all published success came from big academic medical centers, but I would speculate that’s because community hospitals don’t write nearly as many articles as the publish-or-perish ivory tower types living off federal grant money.

From Uncle Fester: “Re: LSS. Lost in the Meditech acquisition news is that LSS’s C/S 5.6 product earned certification.” I didn’t realize that they have the exact same releases as Meditech, so LSS has certification for its MAGIC and C/S lines, with 6.0 next up.

From Buck S. Pearl: “Re: West Virginia Health Information Network. Moving ahead with Thomson Reuters as the prime contractor in their five-year HIE deployment. The company is involved in projects in NC and SC.” Unverified.

From Sgt. Schultz: “Re: Epic. I know nothing more than this except they have a product called SeeMyChart.” Epic files suit against Altos Solutions for trademark infringement. SeeMyChart is a patient portal into the company’s OncoEMR oncology EMR. I don’t know which product came first or who owns which trademark, but if it was Epic’s, I can see why they would claim the potential for market confusion.

From Bill@$200/Hr: “Re: Kettering in Ohio. Rumor is their Epic install is floundering, looking at delaying their second go-live at their largest hospitals. Local talk is there’s a real crisis of leadership, surprising given the sheer number of consultants involved.” Unverified.

I’m a little surprised that 15% of regular HIMSS conference attendees said they won’t attend this year, according to my latest poll. They won’t be offset by the 8% who don’t usually go but who will make the trip to Orlando. If the turnstile count is down, you heard it here first (I’m pretty sure that won’t happen, though). New poll to your right: have you or your employer been affected by a shortage of experienced HIT workers? I’m just checking again.

Welcome to Clairvia, supporting HIStalk as a Platinum Sponsor. The Durham, NC company was built around the concept of Care Value Management, which emphasizes improving patient care, quality, and financial performance by measuring the care needs of individual patients and then assigning those patients the appropriate level of caregiver resources to ensure the best possible outcome. It’s like a 21st century version of traditional patient acuity and staff management systems, with its tools used directly by clinicians instead of bean counters and focusing on the patient instead of rigid, cost-based staffing models. The bottom line is that it helps hospitals tie together care models to outcomes and to the patient experience, ensuring that patients follow an optimal track from admission to discharge with appropriately assigned resources throughout (i.e., get them from the ED to the right unit quickly and have a defined plan to encourage their progress from the expensive ICU to lower acuity units). I interviewed Beth Pickard, the company’s president and CEO, in December, where she explains why prospects are interested: “Almost everyone is looking for ways to ensure that the patient tracks or moves through the organization to the reimbursable plan for cost as well as having a good experience. I would say that it’s not something that we’ve had to sell.” Thanks to Clairvia for supporting HIStalk.

Weird News Andy was sucker for this news. ED doctors treating a woman for a mild stroke and temporary paralysis determine the cause: a hickey that was administered too close to an artery by her overly amorous lover caused a blood clot. She was successfully treated with an anticoagulant. Said one of the doctors with what sounds like a nearly-creepy familiarity with the pathophysiology, “Because it was a love bite, there would be lots of suction.”

I’m always on the lookout for projects that would benefit the little guy in the industry (both providers and vendors). One that came to mind was to develop a freely accessible database of what major systems each hospital uses. Right now, the only folks who know are KLAS and HIMSS Analytics and they aren’t going to tell anyone who isn’t paying big bucks. It would be a pain to collect and update the information, but instead of doing all 6,000 hospitals, I was thinking most people would care only about the 1,200 or so hospitals greater than 200 beds. I have no idea how to go about doing this or whether it’s even something needed, but it seemed like a good idea when it came to me in the middle of the night. I’m open for input.

The Atlanta business paper profiles Digital Assent, which has developed an iPad-based physician office check-in application to replace the much-hated patient clipboard. I didn’t see it mention on the company’s site, but the article says it also displays ads.

Austin, TX-based rehab and hospice operator Harden Healthcare says it will spend $10 million a year over the next several years on IT, including a move to electronic medical records.

The coroner’s office in an Indiana county is taking more than three weeks to issue a death certificate. The culprit: a legally mandated death certificate application that the coroner says is hard to use.

GE’s Q4 numbers: revenue up 1% (the first growth in nine quarters), EPS up 33%. The UK-based GE Healthcare made a billion-dollar profit in Q4, with revenue up 8%. For the year, GE Healthcare took in $16.9 billion and made a profit of $2.7 billion.

A nurse fired by a Florida hospital for looking at the electronic medical records of Tiger Woods is suing the hospital. Health Central says it has evidence proving that the nurse looked at the records three times in 10 minutes, but the nurse says the hospital didn’t secure its computer system, allowing someone else to check out the records when he walked away.

Beth Israel Deaconess Medical Center will buy out the remaining two years of outgoing CEO Paul Levy’s contract, giving him $1.6 million in severance for what continues to be portrayed as a voluntary resignation.

Odd lawsuit: the wife of an Air Force officer files suit against a VA hospital when an Air Force surgeon inserts 270 ml breast implants because the hospital was out of the 300 ml ones she wanted. According to the lawsuit, “Mrs. Haden was extremely disappointed by the size of her breast implants.”

Sponsor Updates

• AHA extends an exclusive endorsement to CareTech Solutions for data center hosting services.
• Overlake Hospital Medical Center (WA) will implement the full Medicity suite, including MediTrust Cloud Services, ProAccess Community, and the Novo Grid.

Epic Sales

Readers sent in quite a few thoughts about the Epic salespeople and sales process. Here are some of those that I found interesting.

• Epic has 6-7 salespeople, all of them women (the reader provided their names).
• Despite company growth, the sales team hasn’t gotten much bigger.
• Almost nobody knows an Epic sales rep, current or former. Even sales recruiters have never spoken to one.
• All salespeople are required to have done installation work at Epic. Epic does not direct hire people into sales.
• Epic does not do traditional marketing. They focus only on a few conferences and don’t run billboards, sponsorships, or ads.
• Salespeople do not earn commissions, although their performance is taken into account at appraisal time for raises and bonuses.
• CEO Judy Faulkner steps in herself for the big prospects or if it looks like Epic will lose the deal.
• Some folks have been forced out. They call it “flying too close to the sun,” with the sun being Judy.
• The job of the salesperson is less about selling and more about managing the process. Epic has separate teams for RFPs and demos, a legal team for negotiations, and budget/pricing teams for managing the implementation timelines and budgets. If sales needs help from anyone in Epic, that person is expect to drop everything and go to a customer meeting or do whatever is needed.
• Those PMs serve as product experts along with clinicians and developers, with much of their role being to demonstrate the philosophy and culture, not to be salespeople with a passing interest in getting a contract signed.
• The entire company makes the sale, not the salesperson. Customers get good implementation support, an individually assigned technical service rep, and a “customer happiness” rep who will escalate any concerns.
• Until 2009, Epic was making just 10-15 new sales a year and many of those were just for ambulatory or inpatient alone, but the percentage of enterprise sales has increased each year. In 2010, they supposedly made around 40 new sales (some of them listed below).

Reader-Reported New Epic Sales for 2010
Johns Hopkins
Catholic Health Services of Long Island
New Hanover Regional Medical Center
Ochsner
Moses Cone
Bronson
St. Joseph Michigan – Lakeland
Martin Memorial
Idaho – St. Luke’s
US Coast Guard
Provena
Aurora
University of Mississippi Medical Center
JPS Health Network
SUNY Upstate Medical University
LSU Health
Rochester General
ProHealth Care
Owensboro
Rockford
Sansum
Access Community Health Network
Bassett Healthcare
Stormont-Vail Health Care
Hurley Medical Center
Temple University Health System
Amphia Hospital (Netherlands)
Memorial Healthcare System
Orange Regional Medical Center
Tampa General Hospital
Wenatchee Valley Medical Center

HIStalkapalooza

The HIStalkapalooza page is live. It works a little differently this year to be fairer to attendees. Your signup gets you on the “I want to come” list. We’ll follow up with an official e-mail invitation to those we can accommodate, assuming there are more people interested than we have capacity (and if not, great, everybody will get an e-mail invitation). Signing up alone doesn’t guarantee a spot, just to be clear. I did it this way to allow a wider variety of people (especially providers in the trenches) to come since some big vendors were having a secretary sign up their entire HIMSS booth team of dozens of people, taking away spots that some poor programmer or nurse who didn’t pounce immediately lost as a result.

HIStalkapalooza is sponsored by Medicomp Systems, makers of such EMR tools as the MEDCIN clinical knowledge engine, the CliniTalk voice-to-data physician documentation system, and a new offering or two that I’ll be talking about later. I’m really impressed with their commitment to providing you with a good time at HIStalkapalooza. They have had first-rate planners (people who have worked on Hollywood award shows!), PR folks, and others who have put a lot of time and energy into making HIStalkapalooza an event that I think will be the talk of HIMSS. They totally get HIStalk and have been phenomenal in running with whatever harebrained ideas I came up with to make it fun and wildly different from the usual marketing-heavy, button-down HIMSS events. Thanks to Medicomp and particularly COO Dave Lareau for supporting the readers of HIStalk by producing HIStalkapalooza.

Just to reflect for a moment, as a hospital employee with limited time and resources, I couldn’t have done any of this without Medicomp (and kudos to event sponsors from prior years as well, Encore Health Resources and Ingenix, who also threw great parties). It’s amazing to see how the event has grown and to see how many companies want to sponsor it, especially since I insist that it be about the attendees and not the sponsors (no commercial pitches, no giant sponsor signs or booths, I control the agenda and approve all decisions, etc.) That’s a pretty big commitment for a company, especially knowing that most of the attendees will probably be from vendors, many of which are their competitors. I truly appreciate the support of both Medicomp and those who attend. For a  guy toiling anonymously and alone on HIStalk the other 364 days a year, it’s a little overwhelming to see it in person.

So what’s happening at HIStalkapalooza? It’s at BB King’s Blues Club at Pointe Orlando, just a few hundred yards up the street from the convention center, on Monday, February 21 from 6:30 until 11:30 p.m. Medicomp has bought out the entire facility (it’s pretty big), so it will just be HIStalkers there. There will be an open bar, IngaTinis, great food, a red carpet entrance, and professional videographers documenting the event so I can run some video here later for those who can’t make it (and stream it live to a huge on-stage screen for folks already in the venue to watch).

This is amazing: Inga and I desperately wanted athenahealth CEO Jonathan Bush to emcee the HISsies awards again (those of you who went last year understand why), but he couldn’t make it because he had scheduled a family vacation around his kids’ school break. Shockingly, he wanted to be with you HIStalk readers so badly that he rescheduled his vacation, so he’ll be chewing the scenery again and I can’t wait to hear what comes out of his mouth. We’ll also have an expanded line of beauty queen sashes since both men and women love wearing them. Inga has twisted my arm to shell out cash for some swell prizes for Best Shoes and HIStalk King and Queen (overall fashion and look, since Inga’s into that sort of thing, and as a guy I’m not entirely against having fashioned-up ladies around). We may have some special recognition for practicing doctors in attendance.

And for your HIStalkapalooza entertainment .. The Insomniacs, the award-winning, crowd-inciting, high-energy Left Coast Blues band from Portland, OR, which Medicomp is bringing all the way down to Orlando just for our event. Sample tunes here. A real band at a real music venue with a real stage and a dance floor … that doesn’t happen often at HIMSS. This is a full-length concert and the bar will be open throughout. I’m pretty sure that’s a formula for a good time to be had by all.

E-mail me.

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From Leopold Stoch: “Re: Meditech. They finally buy out LSS.” Bill Belichick and other readers tipped us off on January 5 that Meditech would be buying out its ambulatory partner. They were right. Meditech also announces that HCIS version 6.05 has earned certification through Drummond Group, so all three of its platforms (MAGIC, Client/Server, and 6.0) are now certified. Thanks to the several sharp-eyed readers who let us know about the announcements.

From Frank Poggio: “Re: Privacy and Security Tiger Team of the HIT Policy Committee. They’ve started looking at the issue of a unique person / patient identifier, the ultimate US-only conundrum that has been struggled with for decades.”

From Blah: “Re: Verizon hotspot. Tempting, but Verizon’s 3G network won’t allow data and voice at the same time. Will you just miss calls when using the phone as a hotspot?” See tech expert David Letterman’s skewering of Verizon above.

From Doc Martin: “Re: LA County Department of Health Services hospitals. The surgery system install is going badly, with servicers needing to be rebooted several times daily, reports going unwritten, and [vendor name omitted] staff unable to stabilize the system. It has affected OR throughput.” Unverified. Give me something verifiable and I’ll name the vendor.

From Shot Doctor: “Re: Allscripts. I hear they’ll announce a new president of sales next week and it will a big name. I couldn’t get anything more than that.” Hmmm … anybody want to guess who it is?

From Two Down, One to Go: “Re: Cook County seeks to end inpatient care.” The county wants to end inpatient, emergency, and surgical services at Oak Forest Hospital and turn it into an outpatient primary care center.

From Murray the K: “Re: Allscripts. Has brought on a third-party vendor to supply manpower to its remote hosting facilities.” Unverified, but rumor is that ACS is involved in a capacity somewhere between oversight and total outsourcing.

From Guy Who Lives in Midwest: “Re: Rep. Paul Ryan (R-WI). Is he talking about Epic? Starting at 3:10.” He mentions an unnamed, large, privately held, woman-led Wisconsin company with thousand of employees. He says the CEO told him she wants to offer health insurance to her employees, but her two publicly traded competitors have said they’ll dump their employees from insurance and pay the fine instead, saving $15,000 per employee. Since that gives those companies a competitive advantage, she will have to do the same, he reports. I don’t know if it’s Epic, but I’ll say this: the Congressman is a heck of a speaker.

Jobs on the HIStalk Jobs Page: Director of Consulting – Healthcare IT, Epic Credentialed Trainers, Sales Representatives. On Healthcare IT Jobs: Senior Consultant Health IT, Revenue Cycle Project Manager – Arizona, Cerner CareNet and INet Analysts, Clinical Consultants McKesson HPP.

Listening: new from Jamestown Story, because I know the band (indirectly). I predict they’ll be big soon, so check them out and you can brag that you hopped on the bandwagon early. I’m also liking Tennis, summery 60s-sounding garage pop.

Congressman Mike Doyle (D-PA) is fuming because not only did Congress turned down his $500K earmark request to buy an EMR for a local nursing home, the House Speaker says he won’t even allow spending bills on the floor for a vote if they contain earmark appropriations. Says the Congressman, “They were killed by the Senate Republicans. We thought we were going to get an omnibus [spending] bill, but [Senate Minority Leader] Mitch McConnell bowed to the Tea Party.” The nursing home says the EMR is vital and they’ll have to buy it with their own money instead of using federal taxpayer dollars.

Thanks to long-time HIStalk sponsor GetWellNetwork, which is upgrading from Gold to Platinum. The Bethesda, MD company offers TV-based interactive patient care solutions used by 70 hospitals and health systems that provide bedside patient education, entertainment, patient feedback and surveys, care planning, outcomes research, and personalized patient experience driven by integration with HIT systems. Thanks to GetWellNetwork for its ongoing support of HIStalk.

I’d also like to welcome and thank Staffing Angel Software, a new Platinum Sponsor of HIStalk. The company offers one-click, Web-based scheduling and labor management solutions for medical personnel, with specialty applications for nurses, pharmacy, and physician groups. Each application is personalized and can include electronic timesheets, reconciliation, payroll file compilation, and a historic archive. A video demo is here and you can check out the online training videos for more details. Client-reported results include increased employee satisfaction, efficient multi-campus scheduling, improved recruitment and retention, reduced overtime, and better utilization of FTE and PRN resources. The rules-based scheduling allows employees to self-schedule and to be alerted of available shifts. Thanks to Staffing Angel Software for supporting HIStalk.

Inga won’t stop bragging on her perfect score on SRSsoft’s Meaningful Use IQ Test, so I might as well go ahead and acknowledge it publicly and hope she gets over it. Getting a mention on their site got her wound up all over again.

The wacky, anonymous folks behind Extormity (“the electronic health records mega-corporation dedicated to offering highly proprietary, difficult to customize, and prohibitively expensive healthcare IT solutions”) have cranked out a pretty funny video claiming to feature one of its executives testifying before Congress.

Weird News Andy salivates at this story: a suicidal drug user who showed up at a hospital’s ED twice in two days spits in the face of a nurse trying to place him in restraints for his own protection. He is initially charged with attempted murder since he’s infected with hepatitis C, but the charges are reduced to assault.

Thanking you in advance for the following: (a) use the Subscribe to Updates box to your upper right to ensure immediate e-mail notification and triumphant “me first” smugness when I write something new; (b) use that newfangled thing called Facebook to Like HIStalk or Friend Inga, Jayne, and me so we can pretend to me the popular cool kids we always yearned to be instead of HIT nerds; (c) support the companies that support HIStalk by reading over the sponsor ads (to your left) and text ads (to your right) and click excitedly where indicated as acknowledgment that it’s a pretty gutsy move by them considering some of the stuff I write about companies; (d) send in your rumors, news, top secret documents, incriminating photos, or whatever would titillate me using the garish green Rumor Report button to your right (or if you can’t bear to look at it, just e-mail me). Thanks for reading. And for those asking about HIStalkapalooza, the signup sheet should be online and therefore mentionable in my Monday Morning Update (which by some freakish tear in the fabric of time, actually goes out whenever I get it finished after an all-day effort on Saturday while you’re out having fun).

Ad-supported (free) EHR Practice Fusion says it’s the #1 ranked EHR among primary care specialties in Black Book Rankings. 

Meta Healthcare IT Solutions announces MetaCare Event Manager, a clinician task alerting application that works with its EHR, CPOE, and eMAR systems.

A report suggests that the US will continue to lead the world in medical innovation, but will lose some ground to China, India, and Brazil because of expensive FDA compliance requirements and an entrenched healthcare system that favors the old guard.  In a possibly related move, FDA proposes changes it says will streamline medical device approvals.

Sunquest announces a new physician portal for outreach orders and Web results connectivity.

E-mail me.

HERtalk by Inga

From Wowed: “Re: Dr. Monteith’s testimony. Listened to this clip. This  is one of the most eloquent and straightforward comments I have heard that is so dead on that it will probably be dismissed as a ‘naysayer’ or outlier from typical ‘political’ opinion, even though I and probably many others agree completely! Perhaps David Blumenthal and Obama should have heard these intelligent comments!!!” Wowed is referring to Dr. Scott Monteith’s testimony from the HIT Standards Committee Meeting. Link here and cue to 2 hours and 49 minutes.

Cooper Green Mercy Hospital (AL) contracts with Medsphere to implement its OpenVista EHR.

Adreima appoints former Vanguard Health Systems CEO  Ken Howell as COO.

Marin General Hospital (CA) selects ProVation Order Sets as its electronic orders set solution.

The Charlotte Hungerford Hospital (CT) says it has invested over $2.5 million on HIT systems over the last three years and intends to apply for Meaningful Use incentives. The hospital’s  HIT infrastructure includes products from Meditech, Dr. First, Micromedex, Iatric Systems, and Zynx, as well as HIE infrastructure from MobileMD. Future plans include establishing an ACO and clinical decision support system partnerships.

Ingenix forms Ingenix Life Sciences, a newly-organized division that will focus marketing the company’s life science offerings. Meanwhile, Ingenix signs a definitive agreement with  inVentive Health for the sale of Ingenix’s i3 clinical development business. COO Lee Valenta takes over as president of the life sciences unit while Glenn Bilawsky will remain CEO of i3.

The Indiana HIE names Eric Miller VP of information technology and Patricia Ping information security officer. Miller is the former senior director of IT with Ascension Health; Ping previously was the security officer for Wishard Health Services.

HIMSS confirms Surgeon General Regina Benjamin, MD, MBA as a conference speaker. She’ll share updates on her efforts to incorporate the My Family Health Portrait into PHRs and EHRs, and discuss obesity and efforts to improve healthcare delivery for underserved populations. Benjamin intrigues me, given her history as the first woman and/or first African American woman to fill various leadership roles. It’s on my calendar for Wednesday, Feb. 23 from 9:45 to 10:45.

Brooke Army Medical Center (TX) selects Ekahau RTLS to track over 5,000 pieces of mobile equipment throughout its 1.5 million square foot facility.

Lori Evans Bernstein takes over as president of GSI Health, a provider of HIE and management solutions. She’s the former chief executive of provider solutions with ActiveHealth Management and used to be David Brailer’s advisor when he ran ONCHIT.

AHA issues a member-only resource guide that provides a checklist of topics and questions that hospitals should consider when establishing a vendor relationship. The AHA says the guidelines are intended for hospitals running licensed EHR software and related products on their own servers.

This week on HIStalk Practice: Weno Healthcare takes issue with not being named an ONC-ATCB, plus a look at the Weno/Spring Medical press release that inadvertently hit the Web. athenahealth stock hits an all time high after a big sale to Summit Medical Group. For  EHR gurus or guru-wannabes, SRSsoft has developed a tough quiz on the EHR incentive program (I’m happy to report I made a perfect score). Dr. Gregg Alexander provides an update on his EHR hunt. We are still looking for lucky subscriber #1,000, so make sure you sign up for HIStalk Practice e-mail updates.

The Cleveland Medical Mart & Convention Center hosts a ground-breaking ceremony and shares news of its 57 committed tenants and 31 scheduled conventions. It will open in the fall of 2013.

BMC Healthcare (MD) says it has begun implementing various HIT tools and has filed for Meaningful Use incentives. BMC’s IT advancements include CPOE and EHR (Meditech) and PM/EHR (eClinicalWorks) in its physicians offices.

E-mail Inga.

Dear Dr. Jayne,

I admire doctors for what they know and what they do. But I also have to work with them as they learn EMR and have all the understandable reactions to it. I say it’s like telling someone, “OK, now you have to go through life for the next two months doing everything with your non-dominant hand.”

Bignurse

Dear Bignurse,

I absolutely love this analogy and am planning to shamelessly copy it (with the appropriate citation, of course!) There’s a favorite slide I use when talking about EHR implementation that lists the Kubler-Ross stages of grief: denial, anger, bargaining, depression, and acceptance. It seems lately I’m dealing with a lot of bargaining.

I tell them two things. First, CMS doesn’t bargain. Second, you passed biochemistry in medical school (hopefully) and that was a LOT harder than learning to use a clinical system.

There was a lively bit of commenting after one of my posts last week, with a good discussion about the potential limitations of clinical systems and their forcing clinicians to practice cookbook medicine, stifling creativity, etc. Like any piece of software, EHRs are only as good as the programmer and the user (not to mention their sassy CMIO and clinical champions).

I remind my docs when they are implemented that the EHR is not intended to replace their brains or their good judgment. It’s a tool that if misused can be dangerous. Geriatric (and pediatric, for that measure) patients have different needs than typical adult patients. So do transplant patients, immune-suppressed patients, and pregnant patients. And renal patients. And heart failure patients. And on and on.

Systems are limited by the breadth and depth of the order sets, formularies, and protocols that are designed and loaded. If clinicians feel that the systems have order sets that cause harm, likely it’s not entirely the vendor’s issue. If you have an order set that prohibits you from giving an appropriate dose of medication or one that is unsafe, that needs to be addressed. Look behind the curtain to the Committee that specified the order sets and protocols and express your concerns. Or join the Committee and be part of the solution.

Trust me, these things are not easy to design, and if I lock five nephrologists in a room with a patient, I will get seven different treatment plans. If you feel that certain consultants have lost their minds, vote with your mouse or stylus and refer to another group. If there are no alternatives, discuss serious clinical concerns with the appropriate body in your hospital. Sometimes taking the variation out of medicine is good – especially when there are evidence-based, statistically valid treatment approaches that have been proven to have less morbidity and/or mortality than others.

I personally have benefitted from the alerts and limits within the systems I use. Every physician at one time or another has inadvertently prescribed a medication to a patient with a documented allergy. I’d much rather have a system catch that (or warn me that I’m about to dry-clean my patient’s kidneys) than have the pharmacy call me later after they’ve told the patient I missed it, which is still better than harming a patient.

Dr. Jayne

Dear Dr. Jayne

The IT Cowboy

Dear IT Cowboy,

I figured I’d go ahead and tackle this one since I already used the word “evidence-based” entirely too many times. I feel like I’m at a pharmacy and therapeutics committee meeting!

If we’re talking about proving that the use of EHR itself has benefits to morbidity, mortality, patient safety, and other factors, I think the evidence is all over the place. It depends on whose study you look at, on what day, and whether you asked the Magic 8-Ball about it before you started reading.

Bottom line: it depends significantly on the education, training, and proficiency of the users. Many organizations are learning this the hard way as they prepare for Meaningful Use. They have fully capable systems, but staff either doesn’t use them in the way they were designed, or isn’t using them at all. The jury is going to be out for a long time.

On the other hand, sometimes the systems are, for lack of a better word — bad. My first EHR had hard-coded templates whose protocols that were out of date before the software made it out of QA testing. Vendors are getting smarter and are coding to allow rapid update cycles or user configuration on the fly. Still, whatever governance body is responsible for the clinical integrity of the system (and hopefully you have a fun CMIO who shares in that role) has to review it before it goes into production.

In the city where I trained, due to the presence of a certain researcher’s clinical trials, the local standard of care for a condition is significantly higher than the national standard. Woe is the hospital that tries to deploy out of the box. I’ve seen it done and it wasn’t pretty, especially if there wasn’t enough physician involvement. If I wanted to be a consultant, I could fund a shoe habit worthy if Inga with the proceeds of tidying up after the dust settles.

Speaking of shoe habits, barely a month ‘til HIStalkapalooza. I’m getting nervous about my footwear choices and meeting Inga in person, but I’m looking forward to helping with photos of the exhibitors with the best wardrobes.

Dr. Jayne

Have a question about medical informatics, electronic medical records, or that itchy rash that won’t go away? E-mail Dr. Jayne.

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Todd Fisher is founder and CEO of MobileMD of Warminster, PA. His blog is here.

Tell me about yourself and about MobileMD.

I graduated a long time ago with a degree in economics and moved to the Army. The Army was kind enough to pay for my education. In return, I repaid the Army by going on active duty as a communications electronics officer for a Special Forces unit. After that, I moved into the private sector and have spent the time since then in health information technology.

In 1997, I came up with an idea as I was working for a pharmaceutical company to Web-enable an electronic medical record. Today that doesn’t sound like a big deal, but in 1996-97, it was a little more progressive. I taught myself how to write software so I could prototype what I was thinking about. I got a contract that was large enough to allow me to go out on my own. I began a company called Intraprise Solutions.

Intraprise Solutions was, and still is to this day, a successful custom software engineering firm that deals in financial services and healthcare. In October 2009, we spun off the MobileMD division — which was the healthcare division of Intraprise Solutions – into its own company. We took in some venture capital and have been growing MobileMD quite rapidly since.

We’ve been in the health information exchange space as MobileMD or as Intraprise Solutions since 2005. That was when we went live with our first client, Centura Health in Colorado. 

We’ve done a very good job at taking our time to learn the special nuances and subtleties that exist between clients as you’re implementing full-service information exchange. We are SaaS platform. In going through that process between 2005 and 2009, we were able to gather a lot of information regarding what’s common and what’s different between every implementation.

In doing that, we were able to develop an understanding of what was productizable and what was something that would have to be franchised as mass customizable to bring us that last mile. It is part of our service offering to ensure that we not drop technology off the doorstep, but that we provide a complete and comprehensive service for our clients. That means everything from providing data analysis on the front end to delivering information directly into an electronic medical record established on the back end, not dropping off the results at the queue for somebody to put it away.

As you can imagine, given the disparity of systems and the myriad of different systems out there in the market, that’s a complicated task. We found we’re very good at franchising that.

How have HIEs changed over the last couple of years? When they first started, they were large-scale, questionably sustainable public utilities looking at very specific entities and a narrow list of exchangeable data elements.

There are certainly still public dollars flowing to help support and fund health information exchanges, but there has been a shift towards enterprise or private health information exchanges. That’s largely the market that we’re in. In fact, that’s almost exclusively the market that we’re in.

We’re finding that health information exchange is best served by serving a specific provider community and providing that community with a competitive advantage through health information exchange. Then, as patients transfer their care, patients become the catalyst to drive cooperation. The goal of the healthcare industry is to care for patients, so as patients move from provider to provider — in my world, from exchange to exchange – the need to cooperate is driven by the market, not driven from the top down through federal grants and funding.

I think the biggest shift has been a move away from RHIOs, a move away from forcing collaborative environments from the top down, and a move towards allowing market forces to generate the collaboration from the bottom up; creating what I would characterize as a network of networks with each little network being the health information exchange in and of itself. Then, connecting to other health information exchanges using some of the standards that have come out relatively recently from the ONC and are continuing to be developed by the ONC, those being an NHIN Direct and Connect.

That translates to much greater adoption. We have 28 production health information exchange instances right now serving 16 distinct clients. That counts Catholic Healthcare West as one client, but we are in 15 of their regions and each region is really its own health system. I will tell you that the private HIE adoption rate has been fantastic. If you compare that to the various state and RHIO-based initiatives that popped up between 2006 and 2009, I’d think you’d see a massive difference in the level of adoption.

You’ll also see a massive difference in the amount of information flow. We do about a million transactions a day through our health information exchange at our data center in Mason, Ohio. Those transactions include everything from ADT transactions to labs, radiology results, discharge summaries, CCDs — you name it. Any transcribed document, any type of clinical documentation, and some peer documentation is sent to our exchange and then distributed out to where it needs to go.

If you’re a hospital, what’s the biggest bang for your interoperability buck?

There’s physician alignment and fee-for-service. There’s a great desire for physician alignment, because if you achieve physician alignment, the physicians are actually your consumers, not really the patients. I say that sadly because the patient should always be the consumer.

But in a fee-for-service environment, the bang for the buck is alignment with the physician community. That is essential. If it’s easier to do business with the provider, then it generates an affinity and additional referrals to that organization. Simply put, you get your information back faster, you get it into your EMR, you get it available via our applications on the Web, whatever the case may be. It’s just easier to do business with that particular provider. It drives revenues.

Ironically, we’re equally effective in an ACO type of an environment where you have a population of patients that have a fixed amount of money that has been set aside, you have a team that is charged with caring for them, and they have a budget cap. They are to care for them in a manner that provides quality, but in a manner that also ensures efficiency. As a health information exchange that is capturing, centralizing, aggregating, and analyzing all of this information, we provide organizations with a great opportunity to launch accountable care initiatives. They are able to mitigate a huge amount of risk because of the sheer volume and accessibility of clinical information that historically hasn’t been available. Historically, the only information that’s been available is an insurance claim, which contains only a tiny portion of the clinical information necessary to make clinical decisions.

Who would you consider to be your most direct competitors and what distinguishes your offering from theirs?

Axolotl and Medicity. Both of them have recently been acquired by payers, as you know. That’s beneficial to us. It has been my experience that a lot of providers are a little concerned about doing business with health information exchanges that are tied at the hip with payers. 

They’re still definitely our biggest competition in the market. That’s the class that I would put us in. In fact, that’s the class that KLAS puts us in – not to do a play on words – and we’ve been very fortunate to have achieved a high ranking in KLAS and continuing to do so. The most recent scores I saw still have us pretty far out in the lead in the private HIE category.

Why do you think insurance companies are interested in HIE technology?

I had the unique opportunity to sit with Aneesh Chopra and Todd Park, the CTO of the United States and the CTO of Health and Human Services, respectively, at a dinner here in San Francisco. Interoperability, the ability to share information and not have that information locked in silos, is really viewed by pretty much everybody in healthcare as the only way we’re ever going to be able to transition the method of payment and the method of reimbursement in this country. 

Interoperability is a cornerstone of many initiatives. It’s the cornerstone of Meaningful Use. It’s a cornerstone of the Affordable Care Act, It’s a cornerstone of accountable care initiatives. It’s even a cornerstone of any kind of physician and patient alignment strategy that a provider may have. So you have interests in health information exchange companies from the outside, from all angles, from insurance companies that may find themselves playing in some way in an accountable care or capitated payment environment.

You also have a great interest in provider-type organizations that are concerned about their ability to share, communicate, aggregate, and analyze information that is available without having to reproduce that information, have duplicative information, inadvertently create duplicative tests and results, etc.

Every segment of the healthcare industry is relying upon not only the digitization of clinical information, but the sharing of that information. It doesn’t do much good if you digitize it if you can’t share it. A lot of it’s been digitized in lab systems and buried in lab systems for years, but it hasn’t been shared very well. It’s shared as faxes. That’s not very useful. Health information exchange is seen as a means to be able to provide that interoperability.

You mentioned Meaningful Use. What has been the impact on both the Meaningful Use requirements and the sometimes overlooked federal HIE grants on health information exchange?

The exchange of information is highly critical. Some of the Meaningful Use criteria includes being able to deliver to patients their protected health information electronically. That clearly is a role that health information exchange, particularly if it has a patient portal on top of it, can serve very nicely. If it doesn’t have a patient portal on top but can feed PHRs offered by WebMD, Google, folks like that, HIEs play a very, very important role in Meaningful Use in that regard.

The other area that I see that may even be more significant is as dollars are being offered as incentives to adopt electronic medical record technology in the ambulatory space, there has been a huge push to create lightweight electronic medical products. We’re proceeding in that directly lately, but that’s a critical component of our comprehensive solution. The reason that is that , even with all of the opportunity to collect funds over the years, there is concern now in the ambulatory space with respect to how EMRs are going to impact the operation of a physician practice, particularly if that physician practice is relatively small — three or four docs, which is the average size practice in the country.

All of the physicians in those  practices are looking for solutions allow them to achieve Meaningful Use, but they’re looking to newer, different solutions that are more cost effective, more rapidly deployable, or are easily supported. That’s where our Software as a Service approach comes in very handy. There’s no hardware, no software required at the site. You leave everything up to us. If you have any questions, you give us a call.

It’s interesting that EMR vendors are creating their own private exchanges among customers of their own systems, and then you as an HIE vendor are creating lightweight electronic medical records. How is that going to play out? Do you see yourself in competition with EMR vendors, or do you see yourself as the network they need to attach to?

You know what? That’s a great question. Let me state without question, we are EMR neutral. We are very good friends with several EMR vendors and we’ve integrated with certain vendors dozens of times. So I really don’t see us competing so much in the EMR space with EMR vendors.

We offer an EMR Lite simply because it makes logical sense. We have a clinician portal, we have a patient portal, we have all of the information for a community. We’re able to create a connected EMR Lite on top of that, if practices choose to go that route. Our EMR Lite will undoubtedly lack some of the sophisticated functionality that some vendors have spent hundreds of millions of dollars building, but it will be easy to use and it will be much more cost effective.

I think we’ll appeal to that segment of the market that has proven over the last 15 years they’re not going to buy an EMR. The EMR penetration is still very low, so I don’t really see us so much as a competitor to the EMR market. As far as their private exchanges competing with us, we haven’t really seen that at all.

Occasionally we are questioned about the community products that are offered by the likes of NextGen and eClinicalWorks and how that plays with our exchange, but they simply end up being a hub to which we exchange information because never — not even at an Epic site — never is 100% of the care community on the same technology, ever.

In fact, one of our clients is a very big Epic shop. We still have a role to play there because they still have large physician group — physician practices that are using other-than-Epic products in the ambulatory setting. They need access to the same information. Epic is listed in KLAS right under us as a private HIE, although it does clearly say Epic and Epic only.

We really don’t find ourselves competing too much with them, either. It really is one of these things where there are some economies that are able to be achieved because we provide one feed to one hub that then provides three instances of NextGen with data, as opposed to us providing three points. I would argue that it simply adds efficiency to the process.

When you think ten years down the road and we’re looking back, what do you think the impact of HIEs on healthcare will have been?

Ten years down the road? That’s a long time. I hate to imply a level of precision I can’t know, but I will say this. I believe that the ONC is starting to move very much in the right direction with regard to policy and guidance that they’re giving with respect to standards and how we’re going to build up a network of networks to exchange data.

I think we will see an environment in which the accessibility of comprehensive clinical information, regardless of where that patient was cared for, is going to be available, and it’s going to be available in one place, and it’s going to be very readily accessible. I believe that will result in significant reduction in unnecessary procedures, a reduction in medical errors, in poorly prescribed medication. 

I think that health information exchanges will be one of the catalysts to help alleviate so many of the problems that are outlined in Shannon Brownlee’s book Overtreated, playing a role in the massive and continuing increase in costs and healthcare simply because we’re making information that is so critical to decision-making accessible.

If you present at a physician’s office and you’re not able to articulate clearly all those things that have been going on with your health, in an environment in which physicians unfortunately have to protect or provide defensive medicine on occasion — without that information, they have to ask for procedures that may not be necessary or may have already been done. With that information they can avoid that and make much smarter decisions. It benefits everyone.

Without the exchange, the information simply sits in silos and we have a bunch of automated providers that don’t talk to each other. It’s like having one fax machine. Metcalfe’s Law, which is more metaphorical than it is actual, says that the value of a network is proportional to the square of the number of participants on it. One fax machine is useless. Two are a little more useful. Three are nine times as useful as one. The same applies here. 

That’s why we stay EMR-neutral. We want people to subscribe to the network. We don’t care why they subscribe, we just want them to subscribe to the network. Because when they subscribe, they’re providing information and they’re getting information, both of which are very necessary to the care for patients, especially in an environment where care is provided often primarily by specialists and not by primary care physicians.

What did being a Green Beret teach you about leadership and business?

I was communications officer in a Special Forces Unit, so I supported the A-Teams as they went out and did their missions by making sure that we communicated all the necessary information they needed to conduct their missions successfully, wherever those missions took them.

Execution is highly critical. That may be obvious, but all too often people don’t actually execute on plans. Execution is very, very important. Planning is very, very important. Quality of service is very, very important.

When you’re a Second Lieutenant and you show up at a Special Forces Unit, it’s made up of hardened senior NCOs. They’ve had every bit of special training that the Army has to offer. If you don’t provide them the best service possible, they will string you up and beat you like a piñata. I learned early on that service is differentiator. Anybody can build anything in this world, but service is the differentiator.

I also learned a great deal about sense of urgency — what’s important and what’s not important — and how to prioritize. In healthcare, when clinical information is flowing, it is important and it is urgent. Rarely does clinical information flow where it’s not important to get from Point A to Point B.

From a leadership perspective, I learned a great deal. My four years on active duty with the Special Forces unit taught me a lot about how to prioritize, how to strategize, how to look at the big picture, and how to marshal resources appropriately to get jobs done. Because at the end of the day, if the information doesn’t get from Point A to Point B, somebody’s going to get hurt, whether that’s in combat, training for combat, or in a care environment.

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