If your hospital or other work location is being affected by Hurricane Irene, send me updates and photos. You can leave a comment on this article, e-mail me whatever you have, or use the Rumor Report form (which can also accept attached photos).

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I wrote weekly editorials for a boutique industry newsletter for several years, anxious for both audience and income. I learned a lot about coming up with ideas for the weekly grind, trying to be simultaneously opinionated and entertaining in a few hundred words, and not sleeping much because I was working all the time. They’re fun to read as a look back at what was important then (and often still important now).

I wrote this piece in July 2006.

Public Trading Leads to Trouble for Merge and Misys
By Mr. HIStalk

In this week’s Merge Healthcare saga, three top executives stepped down, the company’s previous financial reports and audits were declared unreliable, and Nasdaq de-listing appears imminent. Talk about your memorable holiday!

Merge’s nemesis was that least-exciting of corporate swashbucklers, the unseen accountant, whose pressured blessing of questionable bookkeeping practices ticked like a time bomb — buying desperate executives time to avoid the torch-waving mob of unhappy shareholders, but eventually blowing up in the faces of anyone unfortunate enough to be in the vicinity at the time.

Publicly-traded firms do everything they can, sometimes including cheating, to show a paper profit. Stock price trumps everything. The shareholder is the most important customer and they demand not just profit, but profit growth. Every quarter’s end is another spin of the Russian Roulette revolver.

Privately-held companies do the opposite. Profits mean paying taxes, so those are deferred as long as possible. Companies have little reason to juice the books unless they are borrowing money or trying to go public. Owner-operators are motivated by their long-term equity in the business, so what’s good for them is probably good for me as their customer. We’re both in for the long haul.

The Misys situation provides an interesting backdrop. The rash of activity seems to point to one outcome: Misys will likely cease to exist as a publicly-traded firm. Prospective purchasers, including the company’s current and prior management, see more value than the share price suggests, leading to talk of taking the company private. That won’t come cheap, so there’s a good chance that the healthcare division would be auctioned off to pay down some of the cost.

Neither Merge nor Misys would be in trouble if they weren’t publicly traded. The lure of shareholder cash came with an unpleasant ride on a merry-go-round that didn’t agree with them or their customers. In Misys’s case, they’re willing to pay to get off. They are disillusioned with the pot of gold that most privately-held companies secretly seek.

I’ve watched several of my vendors go public or be acquired by public companies over the years. I can’t think of a single example where my organization was better served afterward. Once the sexier siren of shareholders stole their attention, I saw a decline in support, development, and customer communication. A revolving door of soothing suits tried to explain the publicly-proclaimed synergies that somehow never seemed to benefit my organization. I went to bed with Company A for logical reasons, but then woke up startled to find an uninvited Company B beside me instead.

I don’t consider it to be good news when my vendor announces plans to go public or to be acquired. As a customer, my experience suggests that I won’t be thrilled with the result. In a perverse way, the only safe strategy might be to just go ahead and buy from the big publicly-traded vendor upfront, whose large warts are at least fully developed. In other words, for the same reasons people eat at McDonald’s – to accept plainly obvious mediocrity for fear of being disappointed otherwise.

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John Elms is president of Connexall USA of Boulder, CO.

Tell me about yourself and the company.

I was the CEO at SpectraLink Corporation. SpectraLink did about half of their sales in healthcare. We built wireless telephones for the workplace. During my tenure as the VP of operations before becoming CEO and then as CEO, GlobeStar Systems, the parent company of Connexall, was my business partner. They were my master distributor for Canada. I partnered with them as I did with their competitors to make a market for the middleware solution that would connect my SpectraLink phones to patient monitors, nurse call systems, and other kinds of applications in healthcare.

I sold SpectraLink in 2007 to Polycom. I went off and did some start-uppy things in China and Silicon Valley, finished that up, and came back and reconnected with David Tavares, who is the CEO of Globestar Systems, my chief investor here – or sole investor, really – at Connexall USA. 

David asked me if I would build out and operate a US company on his behalf, because while Connexall the product was installed in about 80% of the hospitals in Canada, nobody in the US really knew who we were. If there were such a thing as an 800-pound gorilla in Canada, we were it, but we were clearly flying under the radar in the United States. 

Because of my prior experience at SpectraLink and SpectraLink’s brand recognition in healthcare and the fact that David and I had known each other for about 10 years, David asked me if would start up and run this company. We did that beginning in July of 2010. We’ve been in business here in the United States as a separate entity for just over a year now.

What are the most common medical devices that hospitals need to interconnect and what benefits are they seeing from doing that?

The business really started out by connecting nurse call systems to mobile phones. That freed the nurses from having to hang around a central station or look at lights being lit above doors, and really alert them on a mobile communication device that their attention was needed in one of their patient rooms. To the hospital, it provided speed of response, better patient care, better patient satisfaction. Nurse call was really the foundation of what got us all into this business.

Patient monitoring was the next logical step, so that nurses who are mobile throughout the unit could receive information about the status of their patients, particularly when they went in to some form of distress or some sort of out-of-bounds condition. What I heard at SpectraLink was that nurses saw this as a real benefit to their quality of work life. They were not tethered to a geographical location. They could be free to do their work within the nursing unit, but receive critical information at the point in time and wherever they were that they needed it.

Some adjuncts, we get into things like pumps and vents as devices as we’ve really grown and matured the market. Healthcare applications like patient wandering and infant abduction have been integrated into this world. 

As we started to look to how to support the healthcare industry with the new emerging legislation tied to Meaningful Use and ARRA and all that sort of stuff, really now it’s about taking information from the EMR system — that electronic filing cabinet, if you will — and passing that back to clinicians. 

In certain instances, it’s now critical lab results. Lab results get posted to the electronic medical record system, and those results get delivered to the clinician by Connexall so that the clinician knows that there’s information that is critical to their patient care that’s available and ready for their processing.

Really, any kind of smart medical device, smart medical application, even building management systems. There’s a case study about Disney Cancer Center where Connexall interfaces to the building management system to create an environment that is conducive to patient care and conducive to each individual patient’s definition of what is most conducive to their patient care. The drapes are open or closed, music on or television on, temperature warm or cool … all those kinds of things are catalogued when the patient is admitted. Connexall will adjust the environmental conditions to the patient’s specifications and as they move and out of their room as detected by RFID.

How does nurse call integration work and how does it fit in with specific systems like Vocera and Voalte?

In the case of Vocera and Voalte, we are the means by which those communication devices receive the nurse call notification, whether it’s Rauland-Borg or Hill-Rom or Intego …  I think there’s about 27 different nurse call systems we connect to. When the patient actuates the nurse call button, Connexall will detect that. We’re an IT kind of application, so we sit on the network. We watch traffic going by. When we see a nurse call packet, we intercept it and we move that off to the Voalte device or the Vocera device or whatever device. 

The primary, purpose-built application remains intact. The nurse call button rings at a nursing terminal at the central station as sold and built by the nurse call vendor. We just watch the packets go by and capture those and pass them as a secondary form of alert to those mobile devices.

Really, if you think about it, we’re a large trans-coding gateway. We can take the nurse call protocol, generally TAP, process that in Connexall, and send that out in the protocol that the communication device. In our case, we would send it to the Vocera server or to SpectraLink OAI, or now native SIP integration is the up-and-coming thing.

As more and more of these devices communication-enabled, how can hospitals use that flow of information to their advantage without turning staff into monitor-watchers who get overwhelmed with data noise?

I think there’s two key attributes that allow us to do that. One is particular to us, and that is the granularity with which we, I’ll just say, intelligently wrote those alarms. We can go into our interface client, and each interface client is a plug-in, if you will. That plug-in is architected to interface to the types of information that’s delivered from each medical device. They’re all custom to the medical device, so that if it’s a Drager monitor, there’s a Drager interface client or plug-in, and if there’s a GE, it’s a GE. It’s not one-size-fits all.

With that kind of custom development, we can very specifically identify the types and severity of the various alarms. For instance, on a Drager monitor, if it’s a leads-off alarm, we can route that to a patient care tech or a CNA, whereas if it’s a V-tach or a V-fib, we can send that to the RN. If it’s an asystole, we can trigger a Code Blue.

When you say how, do you keep the clinicians from being other than automatons that are watching alarms and alerts and monitors, the way we do that is we only send the alarms that they need to deal with or that they’re most appropriate to deal with as their workflow dictates. We don’t dictate. We interrogate, we analyze, we build the workflow based on how they do their business, and then we configure the system to accommodate that.

The second element — how do you keep them from being automatons? Well, we know that alarm fatigue is one of the key problems that nurses have. The fact that every application that a healthcare facility purchases has its own alert and alarm system, Connexall can be the chief aggregator for those alarms and the chief router for those alarms. The pump’s dinging, the vent’s buzzing, the nurse call’s ringing … we can just take all that in and ask, “What do you want to hear? From what device do you want to receive it? From on what device do you want it directed?”

We really configure so that we think what we do is we free up the nurses from having to deal with seven or 10 different alerting alarming systems and really be that chief aggregator and router for them. We really try and get at that problem of alarm fatigue and make them more meaningful such that the clinician can deal with that which really needs to be dealt with and the nuisance stuff goes elsewhere.

That article from Boston said nurses often fail to notice critical alarms in the ICU because alarms were going off constantly. Is that situation fixable?

I think it is fixable. I think that the root cause problem is alarm fatigue, and to the extent that we can minimize alarm fatigue by intelligently routing only the information they need to have, I think we get to the heart of the problem.

The Boston problem, as I remember the literature, was the nurse shut off the alarming capability of a patient monitor and they encountered sentinel event. It was at Mass General, right? The fix at the facility was, “Make it so the nurse can’t turn off the alarms.”

Now that’s kind of a blunt instrument approach to solving the problem. I’d like to think that we’d use a little bit more of a nuanced method, which is, let’s make sure the nurse is only getting the critical alarms. Let’s send the nuisance alarms either to a central stations, where you’re paying a different class of person, a different caliber, a different skill set, to watch everything that goes on. The RN, whose job it is to make people well and keep people safe, is really only being interrupted by the information that he or she needs to deal with.

Connexall really does get to the heart of that problem. We really do believe that we stand apart from others who purport to do what we do. Many in this space are focused on alerts and alarms. We’ve tried to get above that and really look at ourselves as an integration platform and take  heterogeneous, disparate systems and getting a consolidated point of management visibility communication. Sitting above the fray, if you will, and not just adding to the noise level.

Because we’re this engine that sits above all those beeps and sounds and music and everybody thinks they have to be a smart device, we integrate all these things that beep and burp and make noise. When you talk about sensory overload, these people are having a tough time discerning between noises. They sound alike. The answer isn’t to make everything smarter, but to pull it together so that you can see patient from a holistic view.

That’s our goal. It’s what we do at the front end of these projects. We sit down with the people who actually give the care and talk about what they’re measuring, what they need to know, and who needs to get it. It’s not just independent beeps and buzzes. It’s a holistic view of patients, critical information, critical tasks, and critical people who need to work around that patient. We pull it all into one system.

Along those lines, the home health personal monitors have gotten pretty sophisticated, but the gripe against those is, “Who’s going to sit around and watch these streams of data coming in?”

That’s true. With the whole move towards ACOs and more people receiving home-based care, that’s a market we haven’t tackled yet. We’ve been very focused on acute care, generally 200 beds or larger kinds of facilities. But increasingly the lines are going to get blurred. 

One of our accounts is the MD Anderson Cancer Center. They told me when I was talking to them about their IT strategies that they saw themselves as unique because the line was pretty blurred between inpatient and outpatients at their facility. I think that’s going to become the norm. Admittedly we haven’t tackled it. We’re going to have to get after that one before too long and figure out how maybe Connexall can help in that market as well.

Can you verify that the information you send was received?

We absolutely can. It’s a two-way communication medium. The administration terminal will show a blue checkmark on the icon, so if we trigger an alert, the alert will go on what we call – and now we’re even into buzzwords here – an active alarm client, but we’ll have an alarm screen. The alarm screen will show the status of all active alarms, and those which had been dealt with receive a blue checkmark. 

If you’re a clinician and the nurse call system sends you a message, you can accept it, in which case it will stop alarming, but it’s going to wait for you to close that call at the bedside because we want to know that you actually went to the bedside. We’re not going to let you close it from the phone, although from the phone, you can escalate it. Usually with another patient, somebody else needs to deal with it, in which case Connexall will send it to that nurse’s buddy or designee for escalation.

In some cases with Connexall, you can trigger an event. You might send nurse calls to a central call desk. They would screen the alarm. They would see “is it pain, is it water, is it AV equipment” – I’m told 40% of nurse call has to do with “I can’t make my TV work” — and Connexall could redirect that alarm to the appropriate person. 

It really is a very flexible system that allows you to do many kinds of responses, but the basic response is, “Yep, I have it.” When you so respond, the person who generated the request or the alarm that was generated by a machine will show a blue checkmark that says, “It was received and it’s been accepted.”

This is an intelligent routing, that front-end workflow that’s so important that says, “What do you want to have happen?” There are three shifts, there are four shifts, a number of teams, code teams, who’s on who’s off that day — where do you want that message to go and what does success look like? That one team, a complete team if it’s a code, all have attended and how do you know that?

We build all of that in. It’s the wrong point of view that we only do alerts and alarms. We are this communication with collaboration platform. At the front end, we can talk about and reassign and reorganize workflow across tasks, people, departments, floors. It can be lab results coming back. It’s not just about alert and alarm management.

I just want to make sure we’re heard. I think what we’re doing is pretty unique competitively. Our value proposition is pretty unique in today’s space.

Is alarming and alerting strategic for hospitals and where do you see it going in the future?

Is it strategic in hospitals? This is an interesting question. I think I could make an argument both ways.

I think basic alerting and alarming … it’s jacks or better in this space. There’s probably a tactical kind of attribute that makes the nurses more effective. Perhaps it helps staffing and will help with some of the shortages that we find in certain of the specialties, allow them to cover more space with fewer folks.

I think where it gets strategic is as we get into Meaningful Use Phase 2 and the requirement to interconnect all these smart medical devices and healthcare information systems. As we know it — or as we used to know it in the old days — it was a tactical kind of application just making the nurse call system more effective, making the patient monitoring and information more readily available. I think that’s tactical.

With Meaningful Use Phase 2 and successors to that related to healthcare legislation, I think it moves into the strategic. I’d like to believe that we will move in that direction and maybe a little further, faster, and better than some of the folks that are still focused principally on alarms today.

I would say nurse call integration is tactical and what Connexall does is strategic. What we do is bigger than one device, one way of looking at patients … that part of why we hurt people when they come in the hospitals with wrong treatment, alarm fatigue, and a lot of other things is we don’t collaborate, we don’t talk, we don’t talk across departments, we won’t talk across teams, we don’t have a holistic view of patients. 

I think that we don’t share information very well. The goal of sharing information and reducing all of these untoward events that we don’t want to have happen and we don’t want to make the front page in the newspaper … we’ve got to show that we’re delivering better care for better outcome. If we can’t do that, we should all go home.

Technology has over-promised what it could do since the very beginning. Technology enables clinical people to deliver better care. EMRs are great at collecting data from all kinds of places, but we need to get it out. We need to get it out of the EMR, out to the people who are actually delivering the care. That is a strategic initiative. We believe that we are right in the center of getting data out to the teams of people who need it. 

Some of that are devices, some of that are tasks, some of that is workflow, staff management, efficiency tools, all kinds of other things. It’s the whole system view, not nurse call integration, which is where this industry started. That’s over. That’s one small component. It’s not what we’re about.

Today it is one application. It is important, it’s nice to have, but where we are today is around a “have to have,” which is teams of people need more complete information around patients to take better care of them. That’s where we fit — right in the middle of that whole collaboration process.

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Top News

Cerner reveals plans for two stainless-steel and glass office towers for its new Kansas City, KS office complex. The exterior design of the buildings is based on a digitized image of human DNA. Construction of the 660,000-square-foot development, which will house 4,000 employees, is expected to be completed by mid-2015.

From Beau Tocks: “Re: healthcare’s most influential. Not sure that is the real list of movers and shakers in healthcare, so maybe it says something that Mr. H is not on the list!! Did Judy have some airbrushing .. or go under the knife?” The 100 Most Influential list was developed based on votes from the publication’s readers. I’m sure HIStalk readers would have compiled a totally different list. BTW, Mr. H’s insights extend well beyond HIT — he, too commented that Judy’s new headshot looks a little Photoshopped.

From Dr. Nick Riviera: “Re: ExR. In a sales call yesterday, a physician said, ‘I do not want to buy an EMR. The federal government is only paying people that have an EHR. I am going to buy one of those.’” Scary, on many levels.

From EpicBlackEye: “Re: Carle Foundation Hospital. Heard their Epic consultants walked off the job before next week’s go-live.” Unverified. I e-mailed for confirmation, but didn’t get a response. I’m skeptical pending further information.

From MT Hammer: “Re: All Type medical transcription service, North Brunswick, NJ. Acquired by Medquist. Employees notified by e-mail.” Unverified, but also reported by several All Type employees on an MT discussion board.

From St. Eligius MD: “Re: half of physicians practicing with NPs and PAs. Hallelujah! The AMA must be gnashing their teeth. What wonderful news for a new dawn in medical care for the future – MDs actually working with extenders, rather than trying to keep them out of practice. The sun will have actually risen when NPs, PAs, and CNMs can actually open their own practice.”

From Alabaster: “Re: Medify. I know someone in their focus group, which was mostly clinicians with heavy healthcare advocacy experience. None of them found it intuitive, it covers few conditions, and its goals were unclear. I heard they mostly just scratched their heads.” It looked like they found some cool information and built a nice GUI around it without having a clear vision of who would use it and why. It’s like reading one of those slick HIT articles cleverly written by a reporter with no subject matter expertise, where you’re first impressed because it reads so smoothly and authoritatively, but then you realize only in hindsight that it didn’t really say anything useful.

From Porphyria: “Re: Medify. I searched for ‘autism,’ but the treatments suggested had nothing to do with the condition, suggesting several cancer drugs. Very confusing and inaccurate.”

From OhNoPerot: “Re: Dell Services. Another 200+ person layoff today, all in the legacy Perot teams. Healthcare team continues to take most of the hits as the legacy Dell leadership takes over all key roles.” Unverified.

HIStalk Announcements and Requests,

Are you current on all things ambulatory HIT? New this week on HIStalk Practice: Dr. Gregg applauds collaboration between EHR vendors and specialty societies. An EMR vendor promotes transparency with its Meaningful Use Tracking Board. Healthcare costs may rise as hospitals employ physicians. The AMA gives a thumbs-up to Bundled Payments. If you follow ambulatory HIT, make sure you remain in the know by signing up for e-mail updates on the site.

Also, have a look at HIStalk Mobile and sign up for those e-mail updates if you want, which is full of good mobile health news and analysis by Dr. Travis (example: he was the first I’ve heard mention a special deal given to drug companies by Facebook, where they’re allowed to selectively block objectionable postings to their walls).

Listening: reader-recommended Richard Ashcroft, his latest solo CD (he used to be in Verve). He’s apparently wildly full of himself and some of the reviews have been savage (mostly because it doesn’t sound like Verve), but I like it quite a bit. It’s got a nice orchestra-backed, pop-oriented hip-hop vibe, although it’s a bit repetitive and inconsistent. I probably like it better than Verve, which was known for big-sounding, trippy psychedelic lushness  — you would instantly recognize their Bittersweet Symphony, although you probably thought it was U2 when it came out in 1997. 

If you’re in need of JFK-like “ask what you can do for your HIStalk” ideas, here’s a few off the top of my head: (a) sign up for e-mail updates to your right so that you don’t miss anything and so Inga can brag on the number of folks like you who have done so (7,468, since I know you were about to ask); (b) connect with Inga, Dr. Jayne, and me on Facebook and LinkedIn, giving us a Like if you’re so inclined, and joining the HIStalk Fan Club on LinkedIn like our BFFs have done (1,792, since I know you were about to ask once again); (c) send me rumors, news, or other stuff by clicking the big green Rumor Report monstrosity to your right; (d) check out the sponsor ads to your left, which are becoming less animated day by day, and click on any that tickle your fancy; and (e) do some carefree navigating and searching of sponsor-land in the Resource Center. I get the whole passive reader concept, but a little interaction on your part goes a long way when I’m sitting here alone for very long evenings after work trying to be scintillating using the written word alone. Thanks for reading. 

On the sponsor-only Job Board: Epic Implementation Project Manager, Epic and Cerner Consultants, Regional Sales Executive. On Healthcare IT Jobs, which is back online but a little behind on new job postings: NextGen Workflow Process Consultants, Senior Pharmacy Analyst, Manager IS Clinical Applications.

Trend alert: the growing number of  hospital-based physicians, along with stock market uncertainty, are fueling investments in practice management companies for hospital-based physicians.

RTLS vendor Awarepoint secures $27 million in a Series F financing round led by Kleiner Perkins Caulfield & Byers. The company will use the capital for growth and to drive adoption of its aware360Platform.

Canada-based aviation simulator company CAE acquires Sarasota, FL-based medical simulator technology vendor Medical Education Technologies Inc. (METI) for $130 million.

Sales

Ipswitch Hospital NHS Trust (UK) will deploy Microsoft’s Vergence single sign-on and context management solution to improve clinician access to systems.

People

Microsoft announces the appointment of Michael Robinson as GM of US Health & Life Sciences and Dennis Schmuland to the newly-created position of chief health strategy officer. Robinson previously served as GM, public sector for the Middle East and Africa.  Schmuland is Microsoft’s former national director of Health Plan Industry Solutions.

Voalté hires Teresa Anderson as its chief nursing officer. She was previously an independent consultant for the American Nurses Credentialing Center.

Announcements and Implementations

HIMSS names two Davies Award winners in the public health category: the Florida Department of Health, Bureau of Epidemiology for its electronic surveillance system for early notification of community-based epidemics; and the NYC Department of Health and Mental  Hygiene for its Primary Care Information project.

The Healthcare Business Solutions subsidiary of New Jersey Hospital Association partners with Artificial Medical Intelligence to offer its member hospitals the EMscribe’s Coding Assisting Coding product to facilitate the ICD-10 transition.

Medicomp announces the initial distribution of ICD-10 mappings and functionality in the new version of its MEDCIN Engine. It includes a new user interface to make it easier to use ICD-10 within EMRs, providing clinically contextual, problem-oriented views of incoming data using standard reference terminology.

QuadraMed announces a new version of its Quantim Facility Coding that will support both ICD-9 and ICD-10, allowing users to test ICD-10 transactions while coding live encounters in ICD-9.

WoundVision announces the launch of iNSIGHT, Web-based risk assessment software that supports prediction and prevention of pressure ulcers.

Crestwood Behavioral Health (CA) deploys the OpenDNS Enterprise intrusion-blocking system in its 23 locations.

Healthcare costs are lower when clinicians use an HIE to care for ED patients, thereby avoid ordering duplicate services due to lack of information, according to Humana.

Emory School of Medicine establishes a biomedical informatics department, led by Emory Healthcare CMIO Joel Saltz MD, PhD. He’s also a professor in Emory’s departments of pathology, biostatistics and informatics, and mathematic and computer science (his PhD is in computer science).

Other

GE Healthcare informs Milwaukee-area employees of its intention to cut 81 manufacturing jobs, primarily in assembly operations for GE’s diagnostic imaging business. Those affected likely include some who participated in the company’s annual Community Service Day this week by sprucing up 400 classrooms in area schools.

Kirby Partners is conducting a survey on hospital IT employee retention, with results to be presented at the CHIME CIO Fall Forum (and here first, they’ve promised, in return for my mentioning it). I looked it over and the questions are good. To take the survey, click the appropriate variant: CIO, manager/director with people management responsibilities, or staff member with no people management responsibilities. UPDATE: I changed the survey links because their setup is a bit goofy – the original links forwarded to a specific link that gave the “you already took this survey” message. Try again if you’re interested.

Despite an overall trend towards enterprise solutions, Dimensional Insight’s Diver Solution earned top markets in a KLAS report on business intelligence. Information Builders’ WebFOCUS, IBM Cognos 8 Business Intelligence, McKesson’s Horizon Business Insight, and SAP XI Data Analytics were also ranked.

The Texas prison system has saved almost $1 billion over the last 10 years by implementing a statewide EMR and leveraging telemedicine, according to a press release issued by its EMR vendor (BCA) that cites a Gartner study.

Minnesota Health Information Exchange (MN HIE) quietly shuts down, merging its operations into a Duluth-based Community Health Information Collaborative (CHIC). CHIC’s president and CEO says their work overlapped and there wasn’t enough grant money to go around. MN HIE focused on EDs, with some big-name players that included Allina, BCBS, HealthPartners, and the state’s Department of Human Services. The splashy 2007 announcement of the formation of MN HIE, in which the governor said it would be one of the largest in the country, is here.

An Indiana prosecutor will ask the Office for Civil Rights to investigate the apparently intentionally circulated medical records of a city judge (and election candidate) following his stay at IU Health Ball Memorial Hospital.

Fellow shoe enthusiasts: a friend of mine wore these beauties to a party we attended last weekend. Sadly, I was unsuccessful at stealing them. They come from Turkey, so if you happen to be traveling that way, let me know.

• Companies earning a spot on Inc.’s Top 500/5000 include Advanced MD, Concerro, Culbert Healthcare Solutions, Cumberland Consulting Group, e-MDs, EnovateIT, Enterprise Software Development (ESD), GetWellNetwork, Greenway Medical, H/P Technologies, Hayes Management Consulting, Healthcare Innovative Solutions (now part of Beacon Partners, which also was just named to the Top 100 Best Places to Work in Healthcare list), Iatric Systems, MED3OOO, MEDSEEK, TeleTracking Technologies, Vitalize Consulting Solutions, and ZirMed.
• iSirona releases a white paper illustrating how device integration improves EMR data.
• MD-IT announces a series of webinars for channel partners and transcription associates.
• ICA Informatics releases two new white papers entitled HIE Strategies Discussed at HLNY ACHE and HIEM Expands Use of CareAlign HIE Platform.
• Practice Fusion’s Research Division releases data indicating that one out of three children are now overweight or obese.
• ZirMed partners with Waiting Room Solutions to offer an insurance eligibility and claims solutions for physician offices.
• SCI Solutions will participate in healthcare access management meetings in Maryland, North Carolina, and Arizona in September.
• MEDecision achieves NCQA HEDIS recertification.
• A Billian’s HealthDATA  blog entry discusses the benefits of data in healthcare.
• Nuance offers a webinar entitled Spotlight on Innovation: eScription V10 on September 14.
• Grays Harbor Community Hospital expands its use of Access Intelligent Forms Suite after a successful pilot.
• Aspen Advisors announces successful implementation of CPOE at Virtua (NJ).
• Samaritan Medical Center (NY) selects ProVation Order Sets.
• Frank L. Urbano, MD joins the care coordination and compliance practice of BESLER Consulting.
• Lahey Clinic (MA) selects computer-assisted coding technology from 3M Health Information System.

I’m surprised it hasn’t happened before now — the marketing people have apparently found my e-mail address. Today was apparently Send Jayne a Press Release Day. Leading the pack in the “why bother” division was the American Medical Association with an absolutely banal statement about its stance on bundled payment initiatives at CMS. Blah, blah, blah. The AMA is increasingly seen as irrelevant, and if they hope to counter that sentiment, they really should step it up.

As usually I’m a bit behind in my e-mail, so I was going through it during an extremely boring Grand Rounds presentation. Direct-to-physician marketing group Physicians Interactive wanted my opinion about something. Usually I ignore those messages, but this one invited me to participate in an 8-10 minute market research study about my “use of ePrescribing and Electronic Medical Records.”

With the promise that my opinions would “assist in understanding the potential for reaching Health Care Professions through ePrescribing/EMRs” as well as “help to evaluate the value of integration of clinical reference materials at the point of ePrescribing” I decided to give it a whirl. Unfortunately, the survey was closed by the time I responded. Maybe that’s an incentive to keep up with my e-mail. I’d love to see how companies are thinking about marketing through EHRs. Just what we need – more distractions that are incorporated into our workflows for secondary gain.

In follow up on an item I mentioned earlier this month, the South Carolina man who was denied Medicaid coverage for his breast cancer treatments has been granted coverage by the state Department of Health and Human Services. Director Tony Keck states, “If the federal lawyers choose to deny those claims based on a discriminatory policy, that is their choice and our department will appeal the decision.” I’m no Constitutional lawyer, but score one for states’ rights and general human dignity.

This week is National 5010 Testing Week. Are you ready? From talking to my colleagues, it seems there are quite a few practices out there that aren’t even on compliant software yet.

Hofstra North Shore-Long Island Jewish School of Medicine began classes this month. As a brand new medical school, faculty are putting some interesting spins on how physicians are trained. One of these initiatives includes training incoming students as Emergency Medical Technicians. The goal is not only to teach students valuable skills, but to reinforce the team care concept of medicine.

The school is holding off on its traditional “white coat ceremony” (where students are presented with the white trainee’s coat and often take the Hippocratic Oath) until after the students take the New York state EMT exam. I’ll be looking forward to seeing how these students progress and how a new medical school incorporates healthcare IT in training. If you’re on faculty or involved in this program, I’d love to hear from you.

Contacts

Mr. H, Inga, Dr. Jayne, Dr. Gregg.

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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!

“Installing IT” Understates the Organizational Change that IT Can Bring
By Mike Quinto

Our organization recently underwent an $18 million turnaround in 24 months. We are very proud of this accomplishment and have no intention of stopping there. 

In a recent financial periodical, our CFO was quoted as saying, “Considerable attention has also been given to IT. In the past, top-of-the-line software products purchased for the radiology, pharmacy, lab and other areas were highly functional in their own spheres, but didn’t integrate well. Now, new integrated software is being deployed to improve communication among departments.”

Well, he said it was IT. In reality, we in IT focus on getting cross-functional teams working together to solve business challenges. IT has been the facilitator of organizational change through process redesign, not new fancy software that adds, subtracts, multiplies, or divides better. 

Software, for the most part, does not “…improve communication among departments.” Governance, change management, and cross-functional teams do. 

We implemented Lawson’s ERP suite, but the largest benefit was not gained from the new splash screen or the logo in the corner of the screen. Vendors tend to think that they have solved the same old problem with new fancy software. It is rare that there is disruptive technology that actually changes the way we do things. For the most part, software is a commodity. The real benefit is the implementation and process redesign that takes place during a system rollout.

The opportunity was the chance to focus on charge capture and develop a policy, process, and strategy around it. We could have used a spreadsheet — the technology was not a magic bullet. The focus on business strategy was.

Don’t get me wrong, we like Lawson as a vendor. However, the software had little to do with our transformation. It was the implementation process that allowed open dialogue about the way we do things, and the way we should do things. That opportunity allowed us to evaluate broken process, identify areas that there was poor or no communication, and establish governance around important operational metrics. Just getting HR and Finance in a room monthly has done wonders to find financial opportunity and redefine policies and process. 

In one case, we had two vendors blaming each other for an outrageous claims denial rate. QuadraMed and McKesson couldn’t get on the same page, and that was creating a claim that had fields transposed. This created a denial rate that was almost 100%. I don’t blame the vendors. At the end of the day, we had a department that was not communicating and working with a broken process. 

Once we “re-implemented” the software, we were able to have open, honest conversations about who needed what and how the billing office should be run. Yes, there was an interface issue; however, IT and the business office were not talking. That was the larger issue.

We put in place weekly change management meetings, assigned application owners for each operational department that has an IT counterpart, and implemented basic project management. These changes had more to do with the performance improvement than any single piece of software, hardware, or vaporware we could install.

To say we purchased IT and installed it is underestimating the organizational change that “IT” can bring.

As a CIO, I spend most of my time helping business units redefine their goals, processes, and governance. Very little of my time is spent with bits and bytes.

Mike Quinto is VP/CIO of Appalachian Regional Healthcare System, Boone, NC.

PDF Healthcare: Why PDF is the "Currency" of Health Information 
by Tom Lang, MD

Health information technology faces challenges from many different quarters and for many different reasons. It’s time for a major dose of simplicity. PDF Healthcare (in both static and dynamic modes) is this major dose of simplicity.

Here are two compelling reasons that PDF Healthcare lives up to its billing as a "secure container for the exchange of healthcare information."

PDF is easily viewed/printed from virtually any computer. With the ubiquity of PDF readers, this is a reality. This fact can be thought of as another approach to interoperability. That is, if we can simply turn healthcare information into PDF, that information is available in a human readable form. Last time I checked, humans were still taking care of patients.

Image and other unstructured data files are easily converted to PDF. Clinical medicine is a world of image files and unstructured data, and that will never change. For example, our universe is filled with EKGs, X-ray images, video clips, audio files, and text-based reports  Equally important are those medication and allergy lists that are scrawled on scraps of paper (yes, paper!) that are so important at the point of care. The fact that PDF supports image files and almost any type of file format is very important in this environment.  ​

PDF (Portable Document Format) was originally developed by Adobe Systems Incorporated, but released as an open ISO standard in 2008. This has been an important step to stimulate innovation and competition, making PDF more capable, affordable, and available for our use in health IT as well as other industries.

As an ER physician, let me give you one example of how PDF can jump over the top of interoperability problems.  

I do quite a bit of locums ER work in many settings and frequently find myself in small rural hospitals trying to communicate with specialists that I need to refer patients to over a distance. Probably the biggest slam dunk for HIT has been PACS, which even in the smallest hospitals is almost universally present.  

One weekend, working in very small rural hospital, I faced the same problem twice: I saw patients with complex fractures, and the question was, "Does this patient need surgery immediately, or is this something that can be splinted and taken care of in a day or two?” Orthopedics is not available at this small hospital, and these patients requested orthopedic care in different directions.  

I was easily able to contact the orthopods by phone, but they needed to view the films to make a decision about what needed to be done and how urgently it needed to be done. This hospital has PACS, but despite this, neither of these orthopods could view the images. In this case, which is the most common arrangement I see, the only person who had remote access to view the images was the radiologist who was contracted to officially interpret the study ("Dr X not credentialed, hospital not on this image sharing network … blah … blah … blah").  

Because the radiology tech for the day was a hacker of sorts, he had some screen capture and turn-to-PDF programs on one of the radiology monitors. In both cases, we brought the images we needed on the screen, took a screen shot, turned the file to PDF, and e-mailed to the orthopedist. Also in both cases, not only were the orthopedists delighted we could provide this to them, but we determined that both patients could be splinted and dealt with in 1-2 days rather than immediately, saving many parties much trouble.

In order to raise the level of awareness of PDF Healthcare, colleagues from the PDF Healthcare working group have arranged, for a limited time, to give away a simple little app that will help HIE in the trenches. We are doing this for the solo / small doctor office. As a special for HIStalk readers, we will give away 50 copies.

Here is a short video that outlines the functionality of this app.

For your free copy, be one of the first 50 to go to the PDF Healthcare site and scroll down to Health Information Aggregator (under the heading of Resources.)

Tom Lang is an ER physician and a member of the PDF Healthcare working group.  

This Way to a Better Patient Experience
By Jeff Kao

Everyone’s been lost at one time or another. Whether you’re far from home or just around the corner, the experience is universally the same, with plenty of stress, aggravation, and wasted time.

Thankfully, the advent of navigation systems and smart phones means most of us get lost much less frequently these days, and that’s a good thing. But what about when you’re off the grid, say trying to find a family member’s hospital room or a lab for a blood draw?

Few places are as massive and confusing as a medical campus. With countless floors, departments, and even buildings to navigate, locating the desired destination can be a daunting task. On top of these logistical challenges, patients often arrive at a medical office or hospital feeling rushed, unwell, or anxious about their visit, only compounding the situation and causing them to be late or to miss appointments altogether.

Wayfinding systems offer a viable solution and pick up where navigation systems leave off. From the moment a patient or visitor walks in the door, these self-service kiosks virtually map paths to and from multiple points in a facility, resulting in a more pleasant and personalized experience. Leading healthcare organizations like Chicago-based Northwestern Memorial Hospital have placed wayfinding kiosks near entrances and other common areas, making it easy for patients and visitors to quickly locate a specific room or department and print a customized map with step-by-step directions.

At a time when consumerism is on the rise and patients have greater flexibility in their choice of healthcare provider, such systems are fast becoming a valuable strategic asset. According to a survey conducted by The Beryl Institute, hospital executives list the patient experience as one of the top three priorities they will focus on over the next three years. Wayfinding systems directly impact the experience patients and visitors have by enhancing the level of service that’s provided and eliminating the hassle of being late or lost.

Beyond guiding patients to the correct destination, wayfinding systems can also reduce demands on staff time, both in terms of time spent giving directions and updating software. While some wayfinding systems once required users to manually re-create maps on each kiosk every time an office or department was moved, today’s dynamic, data-driven applications are extremely scalable and allow technical and non-technical staff alike to quickly recalculate routes on the fly.

When not in use for wayfinding, these systems provide an effective venue for displaying video or text-based messages and marketing medically-related services and events. Patients can also use kiosks to register for promotions or request additional information. And, once in place, wayfinding systems establish a platform for future expansion and growth, eventually allowing healthcare providers to add new self-service capabilities from the same screen.

So, what is the path to a better patient experience? The answer may be inside your own front door.

Jeff Kao is vice president and general manager of NCR Healthcare.

Specificity to the Extreme: As ICD-10 deadlines Draw Closer, Is Your Organization Ready for the Good, the Bad … and the Offbeat?
By Sean Benson

Chances are that most healthcare organizations will be able to raise the bar on current documentation practices high enough to support coding for suture of an artery under ICD-10—even though the possible codes expand from just one under ICD-9 to more than 180 under the new code set. But what if a patient walked into a lamp post (W22.02xA) or was bitten by a sea lion (W56.11xA)? What if the patient was burned by a flaming jet ski (V91.07 xA) or suffers from inadequate sleep hygiene (Z72.821)?

If your organization’s clinical documentation and coding processes can’t support that level of specificity, you need to act fast to get it up to speed. Because rest assured, no matter how weird the diagnosis, ICD-10 includes a code that accurately defines the patient’s status to a T.

The authors behind ICD-10 covered all the bases in an effort to capture the full patient picture—sometimes to the extreme and offbeat. With approximately 68,000 diagnosis codes compared to just 13,000 under ICD-9, it’s clear that documentation approaches that work fine today simply won’t cut it under ICD-10.

It will be complex enough to ensure coding staffs are adequately trained on ICD-10. Finding the resources necessary to advance clinical documentation improvement programs to meet the ICD-10 challenge is simply out of the question for many organizations. Nor are most clinicians interested in spending the amount of time required to become fully proficient on the new system, especially when it takes them away from patient care.

That is why many hospitals and healthcare facilities are looking to software vendors to help them make the transition. Software that automates the documentation and coding process can ease the transition to the expanded code set and shorten the learning curve for physicians, especially if they are faced with the ever-so-common encounter of a patient who has been struck by a bird (W61.92).

Not all coding and documentation software is created equal. The best ones will drive comprehensive documentation to capture the high level of detail required under ICD-10. The software should guide physicians through the process of documenting with enough specificity and granularity to ensure appropriate coding. Otherwise, the code that would accurately identify an embarrassing fall on the local airport’s escalator (W10.0xxA) might be missed.

Healthcare organizations will want to focus on the software’s ability to provide prompts relevant to the documentation needs of ICD-10. That is why it’s important that the evaluation be done by someone who is well-versed in ICD-10 to ensure the right questions are asked.

There are multiple initiatives competing for the attention and resources of healthcare organizations, including 5010 and Meaningful Use, in addition to ICD-10. Because it will affect every aspect of operations, the transition to ICD-10 needs to be placed at the forefront.

For many organizations, leveraging the efficiencies inherent in technological solutions to drive documentation improvement is the best strategy for meeting the ICD-10 challenge head-on.

Sean Benson is co-founder and vice president of consulting with ProVation Medical, part of Wolters Kluwer Health.

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