Top News

A newly signed California bill will require electronic medical records systems to maintain a record of changed or deleted information. The Confidentiality of Medical Information Act, which will become law on January 1, requires systems to log the user’s identity, the date and time of the change, and a record of the information that was changed or deleted.

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Reader Comments

From Sole Food: “Re: shoes. This conversation is from the Late Late Show last week. Craig Ferguson to Monica Potter: ‘Oh, nice shoes.’ Monica Potter: ‘Yeah, I heard you like shoes.’ Craig Ferguson: ‘No, I like women, and I know that women like shoes.’ So don’t let anyone give you a hard time about posting pics of women’s footwear.” I couldn’t agree more. Inga likes cute women’s shoes, I like how women look in cute shoes. HIStalkapalooza is a lot classier now that many of the ladies come dressed to the nines. Women like dressing up, men like seeing dressed-up women, everybody wins.

From The PACS Designer: “Re: Ethernet – Fibre Channel convergence. TPD is celebrating the 10th anniversary of the design of the first Windows/UNIX based PACS that relied on Ethernet, and a Fibre Channel RAID to permit downloading of 500MB image files in under 30 seconds. Now, 10 years later, you are going to be hearing more about the convergence of 10-Gbps Fast Ethernet, and Fibre Channel storage arrays using a new term ‘Data Center Bridging Exchange’ as it tries to become the new standard for data storage.”

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Acquisitions, Funding, Business, and Stock

Lexmark, the parent company of Perceptive Software, acquires Netherlands-based Pallas Athena for $50 million in cash. Pallas Athena, which is a provider of business process and document output management solutions, will become part of Perceptive.

TransUnion Healthcare, which offers revenue cycle tools, acquires Financial Healthcare Systems, the Denver-based vendor of the ClearQuote software that estimates out-of-pocket patient responsibility at the point of service.

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Sales

BloodCenter of Wisconsin, Community Blood Center of Kansas City, and the US Department of Defense contract with Mediware for its InSight Performance Management platform for blood management.

DeVry University signs a five-year agreement with QuadraMed to incorporate its Quantim suite of HIM coding, compliance, and record management solutions into the school’s health sciences curriculum.

Eastern Connecticut Health Network selects MobileMD’s 4D HIE solution.

Riverside Health System (VA) selects the EMR-Link solution of Ignis Systems for lab and radiology order integration for over 200 physicians. The company differentiates its product as making all labs equal to physicians and their EMRs, which it says differs from the lab-funded, lab-centric integration model.

Sheridan Healthcare, the country’s largest anesthesia group with 1,200 providers and 100 hospitals and ambulatory surgery centers, chooses Shareable Ink as its standard documentation and charge capture tool.

CapitalCare Medical Group (NY) chooses ImplementHIT’s OptimizeHIT training platform to prepare its 110 providers for an Allscripts EHR upgrade.

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People

Healthcare Information Xchange of New York (HIXNY) names Mark McKinney as CEO, replacing Dominick Bizzarro, who joined InterSystems earlier this year. McKinney is the former director of integrated services for SXC Health Solutions. HIXNY merged with the Adirondack Regional Community HIE earlier this month.

MED3OOO hires former Tenet Healthcare executive Jeffery E. Flocken as EVP of accountable care and hospital services.

Ingenious Med appoints Jim Keener as CTO. He was previously VP of development of Verisign.

Clinical decision support provider DiagnosisOne names Francis X. Campion, MD as VP of clinical affairs. He’s a member of the Department of Population Medicine at Harvard Medical School.

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Announcements and Implementations

Meditech client Aspen Valley Hospital (CO) implements Summit Healthcare’s Downtime Reporting System to address business continuity.

Blue Shield of California will distribute $20 million in grants to 18 California hospitals, health systems, and physician groups to help them develop ACOs.

The University of North Carolina Hospitals implement the RF Assure Detection System for preventing and detecting retained surgical items in patients.

New York City’s Department of Health and Mental Hygiene (DOHMH) implements NextGate MatchMatrix Terminology Registry to standardize data shared by EHR systems.

Imprivata announces that six additional hospitals using McKesson solutions have implemented OneSign, Imprivata’s single sign-on solution.

Enterprise RTLS vendor Intelligent InSites integrates active RFID readers and tags from RF Code into its solutions.

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Government and Politics

New York’s state development agency grants eHealth Global Technologies $750,000 in tax credits to support the company’s expansion. eHealth Global, a medical record retrieval and diagnostic image exchange service provider, will invest $3 million in the expansion and will increase its staff from 75 to 155 over the next five years.

CMS adds WellCentive as a qualified Registry provider for the 2011 PQRS program.

The VA will solicit bids for a WiFi-based real-time location system for tracking assets, employees, and patients its 152 hospitals, with an RFP to be issued by the end of the year.

Bill O’Toole of O’Toole Law Group has expanded his HITlaw article about EHR vendor certification into a white paper called EHR Certification Alert for Providers, summarized as: “The absolute heart of the issue is recognizing that in some cases multiple products that are marketed individually by a vendor are grouped together for testing and ultimately certified together and not separately.”

An Associated Press review finds that Medicare often suspends bogus providers, but then quickly reinstates their payments even after their prosecution. The review found that appeal hearings often have nobody in attendance from CMS or their contractors, leading to a rubber stamp reinstatement of billing privileges. The article says pay-first policies (“pay and chase”) have made fraud so easy and lightly penalized that drug dealers and mobsters have given up their previous scams in favor of Medicare fraud. Disjointed government processes are blamed: contractors don’t share information, provider ID revocation doesn’t automatically initiate criminal proceedings, Medicare’s lawyers don’t show up at hearings, and nobody’s collecting surety bonds required of medical equipment providers when they skip town.

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Innovation and Research

A good Business Insider article lists eight healthcare startups that are “shaking up” the industry. Among them: ZocDoc (online doctor appointments), Cake Health (medical expense tracking), Avado (doctor-patient relationship management software), and Sharecare (consumer Q&A with medical experts).

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Technology

Dell ends its 10-year storage reseller agreement with EMC. The move was not a surprise, given Dell’s multiple acquisitions of data-storage technology over the last three years.

HP and Lucile Packard Children’s Hospital (CA) announce a real-time patient status system that uses EMR data to represent patient status, rather than traditional handwritten notes on whiteboards. During a trial period, researchers found that the Patient-Centered Dashboard prompted a change in care in one out of three patients.

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Other

HealthGrades reports that Washington DC, New York City, and Kansas City are the top communities on a per capita basis in which consumers look for healthcare providers online.

Orion Health says it could hire up to 200 employees New Zealand following its acquisition of the former Microsoft Amalga HIS hospital information system.

At least 255 communities are attempting to support health information exchanges, but only 12% of them are self-sustaining. That’s still 33% better than 2010 estimates.

The 2010 Annual HIMSS Conference is recognized as “The Show with the Most Innovative Practices” at the Trade Show Executive Gold 100 Awards & Summit. HIMSS10 also ranked 33 on the Gold 100 list.

The Commonwealth Fund releases its annual National Scorecard on US Health System Performance. Some highlights (or perhaps lowlights):

• Despite big gains in EMR usage among primary care providers, the US lags far behind leading countries in EMR adoption.
• Although the US is showing promising improvements on several key indicators, quality of care remains uneven, with evidence of many inefficiencies and inequities in care.
• Other advanced countries are outpacing the US in providing timely access to primary care, in reducing premature mortality, and in extending health life expectancy. At the same time, these other countries are spending considerably less on healthcare and administration.

Readers have occasionally speculated about the EMR status of Lehigh Valley Health Network (PA), with a couple of them saying LVHN has chosen Epic. Not true, according to SVP/CIO Harry Lukens, who was kind to provide an update. LVHN, a GE Healthcare customer, is looking at GEHC, Allscripts, Cerner, and Epic. Scripted demos for all interested staff have begun, with those of GEHC and Epic completed (with similar combined scores of functionality and comments.) Harry says LVHN is planning to eliminate one vendor in November and another in January after site visits, then come to a final decision by March, although he’s philosophical in expecting the unexpected: “Keep in mind I also planned on attending the World Series to watch the Phillies play, which is my way of saying ‘stuff happens,’ a simple observation that planning is filled with things that happen for no reason.”

Central Vermont Medical Center and Fletcher Allen Health Care create a corporate affiliation that will allow them to share centralized services, among them Fletcher Allen’s Epic system.

Weird News Andy says, “I can see right through their plan,” as three Delaware Valley hospitals report the theft of scrap X-ray film, apparently by silver-seeking thieves posing as employees of a company hired by the hospitals to recycle their old film. And in a story WNA finds simultaneously weird and sad, a 47-year-old man appears on Howard Stern’s satellite radio show hoping to generate donations toward the $1 million he needs to pay for corrective surgery for his elephantiasis-swollen scrotum, which weighs 100 pounds.

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Sponsor Updates

• Texas Regional Medical Center enhances its medication barcoding initiative with the implementation of the Access Intelligent Forms pharmacy labeling solution.
• Southeast Alabama Medical Center reports that its deployment of ProVation Order Sets has yielded cumulative benefits of $1.7 million.
• McKesson launches Episode Management, which automates bundled payments for episodes of care.
• Mac McMillian, CEO of CyngerisTek, will participate in a telebriefing on HIPAA privacy and security audits, hosted by Law Seminars International.
• T-System CMIO Robert Hitchcock, MD,  addresses critical issues in EDs in a podcast entitled Hospital Emergency Departments in Crises.
• Carefx Corporation releases a white paper entitled Patient Portals – The Pathway to Patient Engagement and an Enhanced Patient Experience.
• Hayes Management Consulting issues a white paper and Webinar on achieving Meaningful Use.
• Crittenden Regional Hospital (AR) meets Stage 1 MU utilizing the EHR and consulting services of Healthcare Management Systems,
• Merge Healthcare’s RIS v7.0 receives Complete EHR certification for MU.

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Contacts

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

Dear Dr. Jayne,

What’s your take on the following Medicare position?

When documentation is worded exactly like or similar to previous entries, the documentation is referred to as cloned documentation. Documentation exactly the same from patient to patient is considered cloned and often occurs when services have a specific set of limited or select criteria. Cloned documentation lacks the patient specific information necessary to support services rendered to each individual patient.

After doing cough/cold/flu clinics where patient after patient presents with similar symptoms, similar exam findings, while the HPI documentation may be different, there are only so many ways to document “nasal turbinates red, erythematous, swollen, lungs clear” and the advice to the patient nearly always remains “Rest, fluids, Tylenol, ibuprofen, return if condition worsens.”

Additionally, much documentation remains unchanged at a routine 3-6 month visit for diabetes, HTN, hyperlipidemia where a physical exam is performed thoroughly. Medicare requires the documentation for payment, but is now placing providers in a catch-22 where the documentation cannot be even similar. How different can one make an exam if little changes?

Must we now ditch those time-saving macros that document routine education in the chart, such as “Counseled patient regarding risks and benefits of medication, including the possibility of sedation and advice to avoid driving or operating power tools while on narcotics?”

Clone Trooper

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Dearest Trooper,

My secret fear is that Medicare is building its own Clone Army of Recovery Audit Contractors to continue to torment and confuse physicians. If they’re now going to go after so-called cloned documentation, they’re going to have to go back to every History and Physical and every Discharge Summary that every resident has done since the invention of the Dictaphone.

I remember being trapped in Medical Records (before it became Health Information Management) with a stack of my cruel attending’s charts, dictating notes on patients I barely remember seeing. Unless they had a significant finding, everyone was “regular rate and rhythm no murmur, rub, or gallop; lungs were clear to auscultation bilaterally.”

I absolutely agree with you – there are only so many ways to say, “Patient is not a smoker.” Let’s see. PATIENT is not a smoker. Patient is NOT a smoker. Patient is not a SMOKER. Let’s try this: STOP smoking pot. Stop SMOKING pot. Stop smoking POT.

If I use the same simple sentence on every patient, does that make me guilty of cloning? Will the stem cell activists come after me too?

Frankly, I think Medicare shares responsibility for creating this kind of documentation. This isn’t a new problem with use of EHRs. It has been prevalent every since transcription services started charging by the line. Physicians learned to say the same thing in fewer and fewer words. This ultimately evolved into dictation macros and the concept has continued as voice recognition slowly takes the place of transcribed dictation. EHRs just jumped on a train that was already rolling at a good clip.

Medicare’s cousin, Medicaid, has also driven us to this. Has anyone ever seen an EPSDT form? This is a required form for pediatric well visits. It is required that providers fill out the same form (specific to age) for each patient. You are required to document mandatory anticipatory guidance by placing an X in a box. Thus, the forms look pretty darn identical when they’re done. Should I start doing cursive X on some forms and print on others? Should I alternate right and left facing check-marks? Why is Medicaid’s form OK but my own form causes cloning?

I do a lot of sports physicals, sometimes at a sports physical clinic. There is a mandated state form. Almost all of the teens I see are healthy. So what constitutes “patient specific information?” Maybe I should start finishing them up with “This blonde surfer dude in an Abercrombie t-shirt is cleared for contact sports,” or include “Patient has braces with alternating pink and green elastics” on the oral exam. Would this meet the CMS standard for unique documentation?

Then, what about the patients who have the same visit month after month? I have patients whose office visits are straight out of the movie Groundhog Day. Except for the vital signs, the visit never changes. The patient continues to be non-compliant. The murmur is identical from visit to visit (which is a good thing!) The assessment and plan are the same. I keep prescribing the same medications that the patient continues to not take correctly.

Let’s not even talk about group visits, which they want us to do as part of Patient Centered Medical Home initiatives. Of course your counseling is going to be identical for every patient – you only said it once because they were sitting there in a group, for goodness sake. If you try to change it up for the sake of making less uniform documentation, isn’t that fraud?

I think if Medicare wants to avoid cloned documentation, they should start paying physicians to document using well-crafted prose – or at least an incentive payment for complete sentences with reasonably correct grammar. For the ability to collect a higher fee, I’d even consider writing notes in the form of the Shakespearean sonnet. But with dropping reimbursements and rising costs, CMS is going to be lucky if they get a Haiku out of me.

Have a penchant for an Ode, some Tanka, the Jintishi, or maybe the anapestic tetrameter of Dr. Seuss? E-mail me.

E-mail Dr. Jayne.

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!

Video to Smart Device Technology Improves Patient Care in Rural Areas
By Kevin Lasser

Innovative technologies are connecting doctors to experts around the globe, instantly and in real time. These innovations, including video to smart device technology, address the significant gap that rural patients experience compared to their urban peers. By improving access to expert medical care, innovations that can connect physicians to specialists are improving the quality of patient care and the outcomes of that care.

Access to specialty care is a challenge that rural Americans must tackle daily; according to a study published by the American Hospital Association, more than half of Americans in rural areas travel more than 20 miles for specialty care, with an average reported distance of 60 miles.

The plain fact is that rural Americas do not have access to adequate health care.

• 50 million Americans live in rural areas, yet there are only 65 primary care physicians per 100,000 rural Americans. By comparison, there are 105 physicians for every 100,000 urban and suburban Americans.
• Rural areas have less than half the number of surgeons and other specialists than urban and suburban areas.
• Saving lives means changing the status quo.

In emergencies, these rural patients can be in the fight of their lives against the clock. The current status quo for doctors in rural areas is to transport patients who need emergency specialty care to another physician. In life threatening emergencies, this delay in care can cause serious and irreparable harm.

Video to smart device technology is bridging the gap between physical location and access to expert care. By allowing a doctor to broadcast video over a secure network, a specialty physician can see the patient’s condition and advise on appropriate care.

“Video to smart device technology allows physicians immediate access to a patient via the mobile phone that they already carry,” said Dr. David Wang, director of the INI Stroke Network. “Other solutions, including personal computers or laptops, are cumbersome and impractical.”

Since the technology is real-time, diagnoses and recommendations can be made and implemented quickly; this real-time technology can save a life in settings where access to immediate expert care is required. The INI Stroke Network recently produced a video on how its use of video to hand-held device technology is saving lives in critical situations.

For the expert, including the stroke specialists in Dr. Wang’s practice as well as cardiologists, neurologists and specialty internists, video to smart device technology allows easy consultation with emergency room doctors and rural health care providers. Combined, these physicians deliver best in class health care to patients, regardless of their physical location.

Using technology to connect rural physicians to specialists in urban areas allows the patient to stay with a doctor that they know and trust while still receiving the best medical care. Real-time, real expertise leads to real care that can save a life.

Leveraging the power of innovation can change the outcome of care for rural patients. When access to expertise is critical, the phone in a doctor’s pocket might be more important than any other tool in their medical bag.

Kevin Lasser is president of JEMS Technology of Orion, MI.

 

Imaging’s Test: The Balance of Cost and Quality
By Steven Gerst, MD, MBA, MPH, CHE

Providers will be put to the test as they deal with President Barack Obama’s recent proposal to trim trillions from the deficit and hundreds of billions from Medicare. Specifically, radiology professionals should take note. 

The proposal calls for nearly $1.3 billion in savings by raising the assumed utilization rate on some imaging equipment and by requiring referring doctors to get prior authorization when ordering scans. It is still unclear if this authorization process will be managed via the now dominant radiology benefit management (RBM) model. Yet a better model exists.

Today, more than 150 million patients are at the mercy of RBM companies. Health Affairs reported in their May 14, 2009 issue that, on average, telephonic utilization review protocols, denials, and appeals processes costs the average physician $68,274 per practice. This wasted time and cost totals between $23 and $31 billion, annually. This tremendous cost is unnecessary, especially based upon the availability of new electronic, point-of-order, appropriateness criteria-driven clinical decision support (CDS) systems.

Evidence-based medical imaging CDS systems are proving their value. According to a recent study published in the Journal of the American College of Radiology, physicians at Seattle-based Virginia Mason Medical Center saved the institution 23% to 26% on selected imaging procedures by using a CDS. At the Everett Clinic, also in the Seattle area, from January of 2009 to November 2010, the number of CT and MRIs dropped by 39% (from nearly 210 to 128 images/ per 1000) following implementation of an evidence-based, point-of-order CDS solution.

These solutions will become increasingly important under newer “pre-funding” models which reward the most appropriate utilization for the lowest possible cost and the highest possible quality of patient care. With bundled payments, growth in capitation, and the pressures for DRG cost containment, providers, payers and blended ACO organizations will face pressure for both quality improvement and cost containment. Decision support delivers value on both fronts. In the next few years, CDS systems will likely replace the current contentious, inefficient telephonic utilization review protocols by leveraging point-of-order technology, authorization, and payment mechanisms. CDS is destined to become mainstream tools for physicians under healthcare reform.

It is estimated that more than one third of all medical imaging tests may be medically unnecessary and 20% may be unnecessarily duplicative. There is significant merit in attempts to curb unnecessary testing and duplicate tests that are contributing to cost increases. As the Virginia Mason and Everett Clinic Studies indicate, when ordering physicians are provided with evidenced–based criteria at the point of ordering, a physician appears more likely to order the most appropriate test for the patient resulting in the highest quality of service and potentially at the lowest possible cost.  Health reform and ACO development create financial incentives to rapidly adopt this new technology.

In the RBM model, a UR nurse or medical director reads criteria off a utilization review screen during call center discussions, and the burden of that call falls upon the ordering physician, even though that physician is not reimbursed for the study that is being ordered. It is much more efficient to make criteria available to physicians directly at the point of care. Technology can replace an inefficient and costly middleman model.

Most RBMs and carriers develop their protocols around the American College of Radiology appropriateness criteria. With a CDS, these criteria can be loaded directly into the CDS system as an integrated application within the hospital and physician’s EMR. In this scenario, the most appropriate physician imaging orders (ranked levels 7, 8 and 9 on the ACR criteria) could automatically bypass the UM or RBM process electronically and receive an instantaneous authorization for approval and payment. This is known as “Gold Carding.” 

For tests that are clearly inappropriate (ranked 1, 2, or 3), the ordering physician could be given the clinical evidence electronically at the point of ordering  through a decision support system to select a more appropriate test (without having to step out of the normal ordering workflow). In some instances, physicians may want to override the system. Here, the doctor should be able to enter free text to include the reasons for not following the ACR criteria. This is an important part of the audit trail.

Decision support systems allow the hospital to carefully monitor ordering trends by individual practitioners. Those with inconsistencies may be reviewed in conjunction with the medical director to determine causes and to discuss potential resolutions going forward.

Depending on the business needs of the hospital or ACO, if deemed inappropriate, the test may be programmatically blocked electronically from ordering. For proposed studies which score in the 4, 5, and 6 range of the ACR rankings, the CDS system itself may suggest an alternative, more appropriate test. CDS systems should easily allow physicians to select this better test without exiting the workflow. 

What about Meaningful Use? While Stages 2 and 3 are yet to be solidified, it is believed that Meaningful Use Stage 2 will require 60% of all radiology orders to go through the hospital’s EMR CPOE function. Stage 3 has proposed 80%.  A medical imaging clinical decision support solution will, therefore, become a powerful tool in the hands of a conscientious hospital or ACO medical director.

In the past 10 years, the use of advanced imaging procedures (CT, MRI, etc.) has more than doubled in some large health systems. In these systems, clinician decisions drive roughly 84% of cost of care. While estimates vary, a conservative average for an advanced imaging procedure cost is $429 per study. On average, assume a typical hospital performs 230 procedures per day, or 84,000 studies per year. For a hospital at risk under a DRG, bundled payment model, ACO shared savings scenario, Medicare Advantage, Managed Medicaid, or their own employee plan, if just 10% of duplicate studies were avoided, nearly $3.6 million could be saved. 

Why wouldn’t an organization use a medical imaging clinical decision support system?

Steven Gerst, MD, MBA, MPH, CHE is vice president of medical affairs for MedCurrent of Los Angeles, CA.

The Perfect Storm:  All the Buzz from the Healthcare Business Intelligence Summit
By Laura Madsen, MS

Earlier this month at its annual Medical Innovations Summit, the Cleveland Clinic released a listing of the Top 10 medical innovations for 2012. While most would expect many of the items on the list, such as a novel diabetes treatment and new discoveries with gene sequencing, one of the list’s items took many by surprise. Specifically, according to the list, “harnessing big data to improve healthcare” will be a forthcoming medical innovation.

In May 2011, the McKinsey Global Institute published findings after studying “big data” in five domains. According to their research, “If US health care were to use big data creatively and effectively to drive efficiency and quality, the sector could create more than $300 billion in value every year. Two-thirds of that would be in the form of reducing US health care expenditure by about eight percent.”

Last week, nearly 200 people from provider and payer settings gathered at the Healthcare Business Intelligence Summit offered in its third year in Minneapolis. This year’s speakers represented a myriad of organizations including Northeast Georgia Health System, Hennepin County Medical Center, BlueCross BlueShield of Kansas City, and the Winnipeg Regional Health Authority.

As one of the event’s lead organizers, I give credit to my colleagues who served on planning and organizing committees, and also to those who presented and those who attended.

The day was full of sharing information, observations, and insights around business intelligence (BI) in healthcare. In debriefing with colleagues and pondering my own experiences from the day, the following key themes emerged.

The Perfect Storm For Healthcare BI
Many folks told me they are buckling under the pressure of increasing volumes of data, increasing regulatory requirements, and increasing exposure to data and reports by people across and outside of their organizations. Especially with the HITECH Act and Meaningful Use, we have the perfect storm for investment in healthcare data capture, storage, and analytics. Today’s organizations must leverage a new and distinct approach to data, one configured specifically for an ever-changing landscape. Yet caution is necessary. Healthcare is a different animal than retail, manufacturing, and finance.

What About Quality?
Concerns exist about the value associated with data. Healthcare data, especially clinical data, can be subjective. It is fragmented and often incomplete, making analysis and knowledge distillation an ongoing issue. While most know that data quality is critically important, most folks don’t know how to tackle it. Some have decided that they are better off exposing bad data to end users as a way to demonstrate the impact that these end users themselves can have on the quality of data. This, of course, is not recommended. 

Where’s the Value?
When talking about data value, a shift is underway. A few years ago at the conference, the question was “Is there value in our data?” Today the question is “How do we determine where there’s the most value?”

Data, Data Everywhere
As data volume increases, so, too do the challenges of data disparity. Data integration is becoming a hot topic. Everyone knows they need to bring disparate sets of data together. Some have done it successfully.Others are just embarking on the adventure. Yet we all know that as data sources and volumes increase, so does the reliance on “Extract, Transform and Load.” ETL is a fundamental practice in business intelligence, yet it is often misunderstood. This seems to be weighing on people’s minds.   

ACOs, MU, Etc.
Data reliance is becoming a mainstay in healthcare and increasingly important as Meaningful Use continues to evolve and as the new shared risk model of accountable care is adopted. Most people at this year’s event agree that the industry needs a higher degree of sophistication associated with data management, reporting, and analytics. When discussing MU, ACOs and the like, most organizations reported feeling ill-prepared.

Representatives from CMS led a heavily-attended breakout, with significant discussion on data warehouses to support Meaningful Use. One attendee, a vendor working with MU in ambulatory care, indicated that nearly 50% of the groups he’s worked with in the past few years have more than one EHR and are struggling to determine how to move forward with these multiple environments. One individual from a provider environment said he felt they were being penalized for being an early adopter of EHRs because they had more than one, and as a result, were not sure how to proceed. At this point, they are leaning toward dumping everything and starting over. Even though they will miss some incentives, they will make the final deadline.

The discussion of data EHR and data consolidation raised a major question that’s seemingly on most people’s minds:  will there be a time that ONC/CMS will recognize the need and/or value of a traditional data warehouse for healthcare organizations striving to meet MU? If this happens, how will they handle will certification of processes including data integration, data modeling, and reporting? 

Perhaps next year at this time I’ll be writing about the ONC’s response to this very question. Until then, best wishes with the unique healthcare challenges and opportunities of big data and business intelligence.

Laura Madsen, MS is healthcare practice lead at Lancet Software of Burnsville, MN.

Orion Health, an independently owned software company that offers HIE, integration, and clinical portal products, will announce later today that its subsidiary, Orion Health Asia Pacific, has signed an agreement to acquire the Microsoft software suite formerly known as Amalga HIS and Amalga RIS/PACS. The companies will also announce that they will co-market Orion Health HIE and Microsoft Amalga Unified Intelligence System (Amalga UIS) to health information exchanges and integrated delivery networks.

Amalga HIS was developed at Thailand’s Bumrungrad International hospital by Global Care Solutions and was acquired by Microsoft in October 2007. It  offered 50 clinical and administrative applications (including lab, medication management, RIS/PACS, electronic medical records, CPOE, clinical documentation, financial management, and HR management) that were used by seven Asia-Pacific hospitals. Microsoft announced that it was ceasing ongoing development of the product in July 2010, but would support existing customers for five years.

Orion will market the former Amalga HIS solutions as Orion Health HPM (Health Process Management.) According to Orion Health CEO Ian McCrae, “The addition of the Microsoft’s HIS assets is a natural extension of Orion Health’s portfolio of products that enable us to offer a complete solution to a wide range of hospitals and health organizations in Asia Pacific. The health sector in a number of Asia Pacific countries is overdue to make the transformative leap to the next generation of systems which integrate the complete healthcare ecosystem rather than siloing information in individual organizations or facilities.” The Thailand development center will become Orion Health’s fourth software engineering location.

We spoke to Paul Viskovich, president of Orion Health North America, who said, “The initial focus of the product will be the Asia and Australasia market. We’re focusing on moving customers forward and expanding that and integrating that application suite with Orion’s current offering.”

The agreement also calls for the two companies to co-market Orion’s HIE and worfklow solutions along with Amalga UIS.

Paul Viskovitch told us, “We can provide the HIE solution requirements, with Amalga UIS providing the analytics and the business intelligence that they require. When you sell to the IDN space, they’re starting to look at an HIE as the foundation for an ACO in many cases. We’re starting to see the Amalga UIS component, with its business intelligence and analytics, as a key part of providing a solution.”

Nate McLemore, general manager of business development, policy, and international sales of Microsoft’s Health Solutions group, told us. "We were hearing a lot from both customers and prospects that as we were in the HIE market, both in the community HIE as well as the enterprise-based HIE, that they loved the portal and workflow solutions that Orion provided, but also understood  the value that Amalga provided with a deep data platform and data analytics. Our customers and prospects were torn because we came at the problem from different directions. We spent the last several months working on how to address that and really go to market with a combined offering that gives customers the robust portal and workflow of health exchange through Orion, but also the data analytics and data platform capabilities of Amalga.”

We asked Nate McLemore how Microsoft might work with other potential partners like Orion. He said, “As Amalga moves more and more toward a data platform, we see working with partners to provide the data aggregation components of Amalga into the solutions they have.”

Orion Health, headquartered in New Zealand with a head USA office in Santa Monica, CA, offers an HIE platform, the Orion Health Hospital clinician portal, the Symphonia messaging and mapping tools, and the Rhapsody Integration Engine.

From Epic4All: “Re: Epic. It’s the de facto EHR for hospitals in Seattle with two more area community hospitals implementing it – Overlake and Valley General Medical. This is on top of the largest system Swedish Medical Center (and associated hospitals), UW, and Group Health already live.” Unverified. Your statement will probably elicit scathing comments from the same handful of high-strung readers who howl that any mention of Epic is pandering favorably to the company, conveniently missing the point that they are outselling everyone (not to mention that I run quite a few negative comments about Epic as well.) I’d bet money that anyone who gets that worked up at the mention of Epic either (a) works for a struggling competitor, or (b) applied to work for Epic and got turned down (or both). I suppose I could write endlessly about Invision or STAR, but who would find that relevant or interesting?

From Soliloquy: “Re: Epic. Heard that one of the Adventist facilities on the West Coast is stopping its ambulatory implementation and will put out an official announcement next week. Someone also told me that Ventura County is walking away from Epic at their two public hospitals.” Unverified.

From Another Take: “Re: Fasttrack’s comments on Cerner Health Conference. This consultant writeup is favorable, but seems to be without bias. I found it an interesting juxtaposition.” Most interesting to me was that Neal Patterson compared Cerner to Apple, which seems a stretch given the implementation challenges and user-visible complexity of Millennium, Cerner’s unwavering focus on investors instead of innovation, and emphasis on enterprises instead of individual users. I’d say Cerner is a lot more like Microsoft, Oracle, or IBM in that regard, but Neal’s obviously looking to ride some Apple coattails (or perhaps is badly hiding some Steve envy). That doesn’t detract from what Cerner has accomplished, but drawing a self-comparison of a conservative enterprise software vendor to the consumer-focused and innovative Apple is always going to cause some eyes to roll.

Thanks to HIStalk reader Jared, who sent me an iTunes gift certificate with a note of thanks for HIStalk. He wasn’t looking for a plug, but I’ll give him one anyway since it was a nice surprise – he’s the founder of Splint, which is building EMR client iPhone apps for nurses (of which he is one.)

Armed with a bulging iTunes balance courtesy of Jared, I decided to see if I could find an interesting iPad app or two for HIStalk readers. The result: Splashtop Remote Desktop, one of the coolest things I’ve seen lately (especially for $1.99). Load the app on your iPad or iPhone, install the free streamer app on the PC you want to control, and you’re done – the app finds your PC and you can instantly start controlling it just like you were sitting in front of it. Not only is the video fast and smooth, the PC’s sound even plays over the iPad’s speakers (!!) I sat outside on the deck with a snack and fired up Word, ran my Iolo System Mechanic registry backup, closed down my invoicing program that I’d forgotten was open, and streamed some Flash video that normally doesn’t work on iPad. It looked exactly like the video above. You can run your desktop apps from anywhere, send files to yourself that you forgot to take along, run Office apps or Outlook without having anything installed on your iPad or iPhone, and maybe even do work-related IT geeky stuff like remote into servers, launch non-Web enabled apps, and do inside-the-firewall stuff from anywhere (by using remote desktop). That’s pretty amazing if you ask me.

I must be getting cranky since I keeping coming up with new grammatical pet peeves, but here’s an HIT-specific one: calling an enterprise-wide implementation of Cerner, Epic, VistA, Meditech an EHR (“The hospital is installing Epic’s EHR.”) I really dislike the non-specific term EHR in general since it describes the end result (stored patient information) and not the applications that create or view that information (CPOE, medical device interfaces, imaging systems, etc.), but it’s really a stretch to use the term EHR to include patient-irrelevant applications such as revenue cycle, supply chain, and workforce management that are often part of the same enterprise-wide implementation. The Feds got everybody throwing around the term EHR to make the same old EMRs of yesteryear sound more appealing, but the tried and true terms made more sense because they were specific: PM/EMR, clinical systems, order entry, etc.

Listening: new from reader-recommended Mayer Hawthorne, a young white nerd from Michigan who shockingly sounds exactly like a 1970s Motown / Philadelphia soul act with high vocals, horns, strings, and funky bass (Stylistics, Cornelius Brothers & Sister Rose, Billy Paul). Here he is on my new fave music show, Live from Daryl’s House. Super catchy, fresh, and retro. He does a great job on Private Eyes with Daryl Hall on the video. This is another chance for those folks stuck in a post-college musical rut (AC/DC in drive time, anyone?) to listen to something recorded in this millennium — think of it as a gateway drug to music that your parents didn’t listen to.

Readers aren’t quite sure how ACOs will affect quality and cost, with the number of those who predict both will improve being exactly offset by those who say both will get worse. New poll to your right: should HITECH compensate providers for using EHRs they bought before the program started? (I didn’t forget that I don’t like the term EHRs, but I used it since we’re talking HITECH here.)

Thanks to the following sponsors (new and renewing) that supported HIStalk, HIStalk Practice, and HIStalk Mobile in September. Click a logo for more information.

My Time Capsule editorial this week, stretching its legs after being filed away since 2006: Don’t Look Now, Your Loop is Open. An excerpt: “We bought the technology least likely to be used, that addresses errors least likely to be harmful, that doesn’t help the user who needs it most, and deployed it in patient care areas where serious errors are least likely to occur.”

RIS/PACS vendor Candelis gets FDA 510(k) clearance for its cloud-based diagnostic image routing and sharing tools.

A SIS-sponsored survey finds that 43% of anesthesia providers either use or will implement an anesthesia information management system, with 28% planning to evaluate systems in the next year.

Ohio State University Medical Center was scheduled to go live on its $102 million Epic system early this past Saturday morning.

Physician’s Computer Company earns ONC-ATCB certification for its pediatrics-specific PCC-EHR v6.0.

Virginia Tech researchers develop software that limits smart phone access to data to specifically defined locations, then wipes it clean when the phone leaves that area. It can also limit smart phone functionality by location, such as shutting down cameras and e-mail when phones are in a hospital operating room.

Awarepoint and Meditech collaborate to develop an ED offering that allows locating patients and tracking critical milestones in real time from the Meditech system. Monongahela Valley Hospital (PA) is its first user.

Florida’s doctor-shopping database finally goes live Monday morning. It’s not perfect, however: pharmacies can wait up to seven days to update it with prescription records, its use is optional for doctors and pharmacies, and most of its potential users don’t know it’s coming online. I was talking to a rural GP who uses an interesting approach to weed out his many drug-seeking patients: he gives them a quick urine screen every time they visit. If they show use of marijuana, cocaine, or other illegal drugs, he shows them the door immediately. He also sends them packing if they have excessive levels of their prescribed drug (indicating abuse) or zero levels (indicating that they’re selling the drug instead of using it). Not surprisingly, the vast majority of his abusing patients are on Medicaid.

Kansas City-based hospital chain HMC/CAH files for Chapter 11 bankruptcy protection, with its biggest creditor being software vendor CPSI at $1.2 million owed.

Bill Wallace, a retired SVP of IT of BCBS Kansas, is named CEO of Kansas Health Information Exchange Inc., the organization’s first employee.

A personal injury law firm’s press release says it settled a wrongful death lawsuit against Northwestern Memorial Hospital (IL) for $5 million, where a 55-year-old physician patient died after a nurse gave him insulin despite a doctor’s order saying it should not be administered. The law firm deposed a nurse who said she had contacted hospital administrators several times to complain about high workload and inadequate staffing. The law firm manages to squeeze in a jab against the medical profession, saying “it is both tragic and ironic that this type of obvious error would happen to a physician in this age of physicians protesting malpractice claims.”

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