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EPtalk by Dr. Jayne 7/15/21

July 15, 2021 Dr. Jayne 3 Comments

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So many health systems placed everything on hold during the pandemic, so I was excited to hear about a health system not only taking something live but building it themselves. Holy Name Medical Center’s emergency department went live on its homegrown EHR, powered by Medicomp’s Quippe solution. I’ve had the opportunity to test drive the Quippe Clinical Data Engine multiple times in recent years and it really is an impressive solution, so I can’t wait to see how Holy Name implemented it. It will be on display at HIMSS21 in the Medicomp booth and I’m looking forward to kicking the tires. Kudos to this team for the implementation even in the face of a pandemic.

Telehealth is here to stay, and I enjoyed reading a Medscape piece on “What should I wear to see my doctor?” Telehealth has changed the paradigm for care delivery at the same time that life in general has become more casual. I still balk at the idea that my telehealth employer wants us to wear white coats, since there’s no purpose to it other than having it shout, “hey, I’m a doctor.” The article shares a couple of anecdotes about multitasking patients, one who tried to do a medical visit while multitasking on a work Zoom meeting and another where the patient was cooking a meal during the visit. Those are certainly extreme examples, but there are many more where virtual visits have clued us into situations in the patient’s environment that we wouldn’t have known if they presented for in-person care.

There are also some pretty amazing stories about physicians being too casual for patient care, including one telehealth physician who lacked a shirt during a consultation. Another provider was written up by his network for drinking beer and eating chicken wings (both visible to the patient) during a behavioral health therapy session. I’m guessing he wasn’t trying to document real-time, because the grease load on anyone’s computer keyboard wouldn’t be desirable.

I personally use my telehealth patient care days as excuses to dress up, to bring out those chunky necklaces that I normally wouldn’t wear in person for fear of toddlers grabbing onto them or the dangly earrings that typically remained in the drawer for the same reason. I still don’t wear sassy shoes, though, mostly because I’ve become entirely too accustomed to living in the Kino sandals that have been my constant companion since the first time I visited Key West. That will all change in a couple of weeks, though, as I get ready for HIMSS.

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HIMSS released the details of its COVID-19 vaccine verification process. All attendees, exhibitors, and staff will have to provide proof of vaccination through one of three processes: Clear Health Pass Validation, Safe Expo Vaccine Concierge Validation, or Safe Expo On-Site Validation. I decided to try the Clear Health Pass option and the experience was less than stellar. Once I clicked on the HIMSS-provided link in my email, I had to enter my phone number so I could receive a link via SMS to download an app. After waiting 10 minutes for it to install, I restarted the process, which started over in the download phase despite having been in the installation cycle previously. After another 40 MB of downloading, there was another three minutes of installation, after which I was asked to enter a code that I didn’t have. I guessed at HIMSS and HIMSS21 and the latter was successful.

From there, I went through multiple terms of use screens and consents, which I know the vast majority of users don’t or won’t read. From there I had to scan both sides of my driver’s license and then take a picture of myself, which rivals my passport for hideousness due to the app’s smile detection feature which forces you to basically frown. From there, I had to go through another selfie process, which converted my picture to a line drawing and seemed tricky to try to fit my face into its weird oval frame.

The next step was adding my vaccination information, for which I had to go through another consent then an electronic authorization to release data to Clear. From there I was instructed to log into MyChart and went through another disclaimer, followed by four panels of information regarding consent and release. Finally, I was asked to give permission to the HumanAPI app to release every scrap of data in MyChart, including allergies, the name of my physicians, demographics, documents, health goals, implants, lab results, medications, problems, orders, procedures, immunizations, vitals, appointments, clinical notes, encounters, referrals, smoking status, and OB/GYN status. It asked to allow sharing for the next 90 days.

I denied permission and went back to the option to submit a photograph of my vaccine card and to key in the vaccine information and dates. After less than 30 seconds, I received my validation, and I didn’t have to share a boatload of PHI to do it. The overall process took 26 minutes, which was way too long, and I imaginethat  if I had actually read all the consents and disclaimers, it would have been close to an hour. I’m sure everyone involved (except the patient/consumer) is making at least a little money on the sale of the personal data that thousands of people will release without thinking too much about it. Just say no to the API, folks.

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Amazon Care has asked major health payers to cover its services on par with other in-network care options. Reported targets include Aetna, Premera Blue Cross, and Blue Cross Blue Shield of Massachusetts. Amazon Care was originally piloted with Amazon’s Seattle-area employees, but the company has tried to expand the product since March of this year, not only nationwide to Amazon staff, but also to other employers. Based on the challenges with getting coverage for telehealth, let alone some of the asynchronous services the platform purports to offer, it will be interested to see how long it takes for the big payers to bring the service into the fold let alone provide payment parity.

A recent article in JAMA Network Open looks at the ability of wearables such as Fitbit and Apple Watch to identify the long-term effects of COVID-19 infections. The data is from the Digital Engagement and Tracking for Early Control and Treatment trial (DETECT) which was led by researchers at the Scripps Research Translational Institute. More than 37,000 people enrolled in the study, which ran from March 2020 to January 2021. Subjects used the MyDataHelps research app to report symptoms and COVID-19 test results and shared data from their devices. Researchers concluded that when they looked at wearable data and symptom data together, they could detect COVID-19 cases more accurately than looking at symptom data alone.

A follow-up trial looked at Fitbit users with fever, cough, body aches, and COVID-19 test data. It found pronounced changes in COVID-19 positive patients compared to others. Symptoms included increased sleep, decreased walking, and higher resting heart rates. On average, the COVID-19 positive patients took 79 days for their resting heart rates to normalize compared to four days in the non-COVID-19 group. Definitely food for thought for all those who are still refusing vaccination and especially for those who think that COVID-19 is a hoax.

COVID-19 is on the rise in my area in a big way, and my former colleagues are being slammed. My former partner had 38 people on the wait list at urgent care this morning. Of those patients, 15 were COVID-19 positive. The most tragic story of the day was a family who came in for testing after seeing pictures of their COVID-positive cousin in the ICU on social media after they were all together for a July 4 event. The cousin didn’t even call family to notify them, just posted on social media. It sounds like they were beside themselves and I’m sure the positive results didn’t help things.

Speaking of social media, I’ve written before about some of the lesser talked-about aspects of social media, such as its role in the grieving process and how strange it feels for “memories” to pop up that might not be happy ones. I definitely had some strong emotions at the memory that popped up for me today, which was a picture of my mask-damaged face during a lengthy shift in the emergency department. It was a stark reminder of all that we’ve been through in the past year.

It also gave me pause because we’re still not learning the lessons we need to learn to deal as effectively with this pandemic as we need to. Many of us who read the medical literature and have close relationships with researchers understand that we’re literally one “variant of concern” away from being back at square one with this virus. There’s a constant sense of waiting for the other shoe to drop, and for some of us, I’m not sure we’ll ever be able to feel the sense of relief that we had in a pre-COVID world.

A close friend of mine is a counselor and executive coach who works predominantly with physicians. He agrees that there are thousands of us who meet the diagnosis criteria for post-traumatic stress disorder but who have not addressed it with employers or sought treatment, and in reviewing the criteria during our discussion I’m betting a lot of clinicians don’t know they have it. I’m curious to know if employers are doing any specific outreach to help manage these pandemic-driven symptoms in the workforce, or to know more about the experiences of those who may have reached out for help.

What’s your experience with pandemic-driven PTSD? Leave a comment or email me.

Email Dr. Jayne.

Morning Headlines 7/15/21

July 14, 2021 Headlines 7 Comments

TEFCA Will be Live in 2022

ONC hopes to have a new nationwide network open for participation in Q1 2022.

Woman’s Hospital seeks to partner with large system to boost technology access

The 165-bed Louisiana hospital is considering affiliating with another hospital to be able to implement Epic for less cost than buying it directly, which it estimates would require $200 million over seven years.

Request for Public Feedback on Draft Developer-Reported Measures

The companies contracted by ONC to develop draft EHR Reporting Program developer measures seek feedback by September 14, 2021.

Kno2 raises $15 million to accelerate its disruption of healthcare’s interoperability status quo

The network aggregrator will use the proceeds of its Series A funding round to expand its connectivity and workflows while increasing its partner base that integrate via its APIs.

Morning Headlines 7/14/21

July 13, 2021 Headlines Comments Off on Morning Headlines 7/14/21

HHS Updates Interoperability Standards to Support the Electronic Exchange of Sexual Orientation, Gender Identity and Social Determinants of Health

ONC releases the United States Core Data for Interoperability version 2.

Truveta Grows to Represent More Than 15% of all U.S. Patient Care with Three New Health Provider Members, closing Series A with $95 Million in Funding

Truveta raises $95 million in a Series A funding round and adds members Baylor Scott & White Health, MedStar Health, and Texas Health Resources.

Harris acquires ADL Data Systems, a long-term and post-acute care software solutions provider

Harris acquires ADL, which has been providing software to nursing homes and other long-term care providers since 1977.

Michelle O’Connor Named MEDITECH President and CEO

The company announces the promotion of Michelle O’Connor, which took place several weeks ago.

The party is winding down’: States and insurers resurrect barriers to telehealth, putting strain on patients

Telehealth visits are dropping sharply as relaxed provider laws and improved payment return to the more restrictive normal and state-by-state physician licensure again becomes a significant barrier.

Comments Off on Morning Headlines 7/14/21

News 7/14/21

July 13, 2021 News 4 Comments

Top News

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ONC releases USCDI v2, which provides interoperability standards for the optional exchange of social determinants of health, sexual orientation, and gender identity.  


Reader Comments

From Shoot the Messenger RNA: “Re: post-COVID hospitalization. This is interesting work using Epic Cosmos.” A study of 8.6 million vaccinated patients using Epic’s Cosmos customer data set finds that only 0.049% tested positive afterward and just 0.018% (1,600 people) were hospitalized for COVID-19 after being fully vaccinated. Also interesting is that the study was performed  as a Dual Team Study as defined by Epic Health Research Network, where two groups are assigned the same study, work independently, and then present their work only if their conclusions are the same. Another EHRN study I noticed while looking up the first one found that most adults didn’t experience a significant weight change during the pandemic, and nearly as many patients lost weight as gained weight. These types of studies have limitations, however – they cover only patients of Epic users and researchers can see only the information that resides in Epic. The first study must have determined vaccination status as reported by patients since many or most health system patients would not have received their vaccinations from a hospital, while the second study is limited by definition to patients who had an encounter in which their weight was captured. Just about all of our inferential research data sources are imperfect due to lack of data sharing, the presence of valuable information only in freetext form, and the unreliable proxy of using billing codes to infer clinical status and activities.

From Conference Confrere: “Re: HIMSS21. Will I wish I was leaving early if attendance or energy is down?” Maybe, which is why I booked a flight out Thursday night instead of Friday morning, limiting my time in Las Vegas to three nights. I left my hotel reservation for four nights, figuring that will allow me a more leisurely departure for my red-eye flight late Thursday. But I may find that I’ve seen everything interesting in the first couple of days and end up just hanging around. Meanwhile, Las Vegas and Clark County are experiencing a mini-outbreak of COVID-19, with 1,600 new cases over the weekend, an 11% test positivity rate, and the lagging indicator of hospital admissions going up. Nevada’s vaccination rate is under 50%, visitors from everywhere are packing casinos and restaurants unmasked and undistanced, and you’ll struggle to avoid potential exposure outside the HIMSS21 protective bubble if that even works. US cases are up 94% in the past two weeks.

From Pinhead: ”Re: company pins. I’m seeing a resurgence of those lapel adorners.” Me too, even though I never understood why people would so deeply identify with the faceless company that sends them paychecks that they would be bursting to tell the uninterested world. It is fascinating to me that people who claim to be fiercely independent free thinkers pigeonhole themselves publicly by wearing garb that provides free advertising for their favorite employer, political cause, or sports team, encouraging the world to ignore everything else about them. Mrs. HIStalk reminds me that people who ask “what do you do” are really asking “what’s your job, so I can stereotype you” so they can avoid considering you to be something more than your job, so I suppose wearing a company lapel pin makes the impersonality more efficient. 


HIStalk Announcements and Requests

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Welcome to new HIStalk Platinum Sponsor Mach7 Technologies. The South Burlington, VT company’s philosophy is based on a simple premise: legacy radiology solutions were not designed to carry healthcare organizations into the future. From its first line of code, its solutions were designed to meet the imaging needs of the entire healthcare enterprise. Its data management, workflow, enterprise and diagnostic viewing, teleradiology, PACS, mammography, and other solutions are focused on integration, workflow, scalability, and performance to ensure that imaging data can be made available wherever it is needed. Mach7 is focused on the future of healthcare. It gives healthcare organizations unprecedented technology independence and flexibility to deploy its solutions according to their needs, whether in their individual components or unified into a comprehensive end-to-end enterprise imaging platform. Its solutions bridge an organization’s legacy solutions to meet the full spectrum of multi-disciplinary imaging needs, and position them to grow, adapt, and innovate. The company’s unique approach to enterprise imaging empowers healthcare organizations of all sizes to increase their efficiency, achieve profound operational cost savings, leverage their existing IT investments, improve the experience for patients and medical professionals, and support healthier outcomes. Stop by booth #4243 at HIMSS21 to learn more. Thanks to Mach7 Technologies for supporting HIStalk.


The Clear Health Pass app – required for attending HIMSS21 – is still showing “pending verification” of my COVID-19 vaccination card, which I had to submit as a photo since by provider wasn’t listed for a direct connection. Beats me whether it will get me into the conference.

I’m watching the slow but perhaps inevitable morphing of LinkedIn into Facebook (perhaps intentionally) as I’m getting force-fed more posts about politics, lame philosophical manifestos, sports, and personal and family bragging. I can always unfollow or mute someone, but I’m wondering if the folks who “like” one of those non-business posts or add a comment to them realize that the feeds of their connections are then polluted with unwanted junk?


Webinars

July 28 (Wednesday) 1 ET. “Stop running from your problem (list): Strategies for streamlining the EHR’s front page.” Sponsor: Intelligent Medical Objects. Presenters: Amanda Heidemann, MD, CMIO, CMIO Services LLC; James Thompson, MD, physician informaticist, IMO. How can clinicians mitigate the longstanding EHR problem list challenges of outdated or duplicative entries, rigid displays, and limited native EHR capabilities? The presenters will describe how to analyze current problems, create a problem list governance strategy, and measure improvement progress.

Previous webinars are on our YouTube channel. Contact Lorre to present your own.


Acquisitions, Funding, Business, and Stock

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Recently formed Truveta, whose health system members sell their de-identified patient data to drug companies and providers, raises $95 million in a Series A funding round. The company announced new members Baylor Scott & White Health, MedStar Health, and Texas Health Resources.

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Israel-based medical imaging AI vendor Aidoc raises $66 million in a Series C funding round.

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Health IT services firm HCTec acquires managed IT solutions company Talon Healthy IT Services, which offers healthcare help desk services.

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Healthcare analytics vendor VisiQuate raises a $50 million equity investment.

Harris acquires long-term and post-acute care software vendor ADL Data Systems, which it will combine with its Collain Healthcare LTPAC EHR business.  

CrossBridge, which offers technologies that address the cost and outcomes of treating patients who have chronic inflammatory diseases, acquires the PACER rheumatology disease management software from its developer Geisinger.


Sales

  • UNC Health will deploy the radiology module of Sectra’s enterprise imaging solution, integrated with Epic and replacing several legacy vendors.
  • Stamford Health will implement the Route solution of Appriss Health-owned PatientPing for sending ADT event notifications.

People

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Olive promotes Rohan D’Souza to chief product officer.

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Meditech officially confirms the months-ago promotion of President and COO Michelle O’Connor to president and CEO. She replaces Howard Messing, who remains on the company’s board.

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Cerner SVP of Client Relationships Ben Hilmes, MHA joins Adventist Health as SVP / chief integration officer.

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David Butler, MD (Calyx Partners) joins The Chartis Group as principal, informatics and technology.

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Sonifi Health hires Mark Dyer (DaytoDay Health) as SVP of sales.

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Leidos promotes James Perea, MBA to VP of VA health solutions.

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Glytec promotes Jordan Messler, MD to chief medical officer.

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Glenn Keet (Clinithink) joins Ciitizen as VP of HIE strategy.

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Tegria promotes Justin Jozwik of its Bluetree Network business to managing director, international.

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Riverside Healthcare (IL) hires Kirk Larson, MHSA, MBA (Rochester Regional Health) as VP/CIO.


Announcements and Implementations

Holy Name Medical Center’s ED goes live on Holy Name’s self-developed EHR, which is powered by Medicomp’s Quippe Clinical Data Engine. They will demonstrate the system at HIMSS21.

HealthShare Exchange and Audacious Inquiry extend the ENShare encounter notification service outside the HSX network in the Philadelphia area.

Patient transport software vendor Cheyenne Mountain Software renames itself to Motient.

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KLAS’s first report on healthcare’s use of public cloud providers covers Amazon Web Services, with 11 responding organizations saying that AWS has saved them time and/or money. Respondents say that AWS offers strong product quality and development, but less-effective service and support, mostly waiting for customers to proactively engage rather than reaching out to them. Click the graphic above to see KLAS’s nicely done framework for healthcare cloud solutions. Future reports will address Google Cloud Platform and Microsoft Azure.  


Other

Stat covers the sharp drop in telehealth visits as state emergency declarations expire and insurers phase out coverage. The article notes that as doctors are once again being prohibited from conducting virtual visits for patients who are located in states where they aren’t licensed, some of the doctors are asking their patients participate in a virtual visit by driving across the state line to the first available retail store parking lot. Providers favor a telemedicine-only national license that would allow doctors to care for established patients regardless of that patient’s location.

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Hospitals sue the manufacturer of the Da Vinci surgical robot for forcing them to purchase maintenance services and replacement parts at inflated prices that generate the bulk of Intuitive Surgical’s $4 billion in annual revenue. Company engineers have threatened hospitals that they will turn their expensive machines into “paperweights” if they buy parts or services from competitors, while one hospital says the company remotely shut down a machine in the middle of a surgery upon hearing that the hospital was talking to a third party about a service contract. Intuitive Surgical’s market cap is $113 billion despite a lack of evidence that machine-assisted surgeries deliver better outcomes. Axios reporter Bob Herman notes that the lawsuit is “one monopoly fighting another.”


Sponsor Updates

Blog Posts


Contacts

Mr. H, Lorre, Jenn, Dr. Jayne.
Get HIStalk updates.
Send news or rumors.
Contact us.

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Morning Headlines 7/13/21

July 12, 2021 Headlines Comments Off on Morning Headlines 7/13/21

Mytonomy Raises $25 Million Series B Funding to Transform Patient Engagement

Video-based patient engagement vendor Mytonomy raises $25 million in a Series B funding round.

HCTec Acquires Talon Healthy IT Services

Health IT services firm HCTec acquires managed IT solutions company Talon Healthy IT Services, which offers healthcare help desk services.

Charlesbank To Make A Strategic Investment In Clearlake And SkyKnight-Backed symplr

Charlesbank will make an unspecified “significant strategic investment” in Symplr.

Comments Off on Morning Headlines 7/13/21

Readers Write: Artificial Intelligence Drives a New Medication Management Philosophy

July 12, 2021 Readers Write Comments Off on Readers Write: Artificial Intelligence Drives a New Medication Management Philosophy

Artificial Intelligence Drives a New Medication Management Philosophy
By Erick Von Schweber

Erick Von Schweber is CEO of Surveyor Health of Foster City, CA.

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There are times when advances in technology enable a radical re-envisioning of both what we do and how we do it. Medication management is at that stage, thanks to ongoing developments in artificial intelligence.

Metaphorically, will healthcare use these newfangled mechanical horses to pull its current wagon, or will it open up to radically new possibilities enabled by new technology? Several areas of AI inspire our imaginations. Let’s consider the philosophical inversions made possible.

Clinical pharmacists performing medication management interventions today spend most of their time poring over patient records, mentally integrating what they read. Then, with little time to ponder the patient’s situation, they go on to writing notes and elaborate documentation that few providers will read in entirety, if at all. Yet probabilistic AI reasoning engines coupled with semantic interoperability integrate multifaceted data without glossing over nuances, driving graphical user interfaces providing information visualizations that clinicians understand in seconds – the mental model is on-screen. The clinician can now understand the entire problem space and visually design a solution.  

In this scenario it’s not a matter of man or machine, it’s the collaboration of man and machine, each doing what they do best. Some processes will automate the routine, such as production of documentation, freeing the clinician to spend time doing what only the trained, expert human mind can. Like a financial analyst, they can use that time running what-if simulations to inform their options.

This cooperative interplay between clinician and AI opens up a potential inversion of the customary workflow. Lacking AI, medication optimization today means the clinician attends to each medication in isolation, doing their best to address any issues specific to that therapy and its relational effects with other individual therapies, one at a time (such as duplications and interactions). This traditional workflow leads to Whac-A-Mole, where a considered solution to one issue creates more issues, frequently requiring back-tracking or outright starting over. By visually modeling the entire problem space and assisting the clinician in seeing how to address it fully, AI enables a more productive workflow.

For people outside the AI research community, it’s easy to believe that ML (machine learning) is AI, but the field is far broader. Where ML is about identifying patterns in existing data sets, other areas of AI, such as AI planners, Bayesian probabilistic reasoners, and combinatorial optimization engines, imagine numerous possible scenarios – therapeutic courses of action – then figure out which are viable, which present conflicts, and which make superior tradeoffs for both the patient and the healthcare system. Human cognition inextricably involves both learning and imagination, and in AI circles, imagination, creativity, and metaphor are the vanguard. Indeed, the next steps toward creating an AGI (artificial general intelligence) that operates at near human cognitive levels are focused more on imagination.

We urge those in medication management to free themselves from the bounds that prior generations of technology have restricted them to. It’s time to imagine the future of medication management. 

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Curbside Consult with Dr. Jayne 7/12/21

July 12, 2021 Dr. Jayne Comments Off on Curbside Consult with Dr. Jayne 7/12/21

Sometimes a headline catches my eye, as did the one for this article about workers “epiphany-quitting” their jobs. For many, the COVID-19 pandemic has brought life into sharp focus and has accelerated decisions around what families find valuable and what can be done without. It’s been interesting to watch the flow of people both into and out of healthcare as people search for different work-related attributes: more meaning, better compensation, increased security.

One of my favorite co-workers at my former clinical employer was a seasoned professional sports mascot. He had worked for an NFL franchise before relocating and then hired on with the local baseball team. During the changes of the pandemic season, he saw the mascot workforce reduced from four to two, and despite being a pro at the signature strut and being able to do a backflip in a full-head costume, he decided he needed a change. He signed up for an emergency medical technician course and the rest is history. One of his favorite parts of being an EMT was being able to interact with people directly rather than through pantomime and oversized gestures. It was easy to see he enjoyed being around people and making them feel comfortable, even in stressful situations.

For him, moving into healthcare was about predictability and steady employment after having things pulled out from under him. It was a way to feel like he was controlling his own future, and especially with forecast shortages of healthcare workers, it’s probably a pretty solid bet. He was relatively lucky due to his age (mid 20s) and lack of family responsibilities. Not all workers are in that same situation, and I saw plenty of other co-workers leave healthcare because they couldn’t meet family responsibilities. One of my favorite medical receptionists quit because she couldn’t find reliable childcare to cover the 12-hour shifts that often stretched to 13 or 14 hours. Instead, she started providing in-home childcare, which allowed her to spend more time with her daughter as well as to help out young families in similar situations.

One of my favorite scribes was in the process of applying to physician assistant school when not only the pandemic hit, but one of her parents was diagnosed with a terminal illness. She decided to defer the application process to allow for more time with her family and also requested to go part-time at work. Although the company had a track record of refusing to allow people to go part-time unless they were enrolled in school, the pandemic forced them to adapt. Given the time needed to train a scribe and having someone willing to work in the uncertainty of a pandemic, it was a good solution for everyone.

Not everyone’s employers were that flexible, however. I watched a couple of nurses leave the workforce because part-time employment wasn’t an option and working 12-hour overnights on the COVID wards had simply worn them out. It was gut-wrenching to see these women quit jobs that they liked and would likely have stayed with had they been able to achieve flexibility, while the hospitals paid double or triple their salaries to travel nurses to cover the responsibilities.

Another friend who stayed in her ICU role out of a sense of duty and calling is still bitter about the bonuses paid to travel nurses who actually did less work than the employed nurses since they weren’t approved to use certain kinds of devices or equipment in patient care. She recently took a six-week “job swap” sabbatical where she moved to another part of the hospital and out of the ICU, which has allowed her to recharge to some degree. Still, she’ll be an empty nester in a couple of months, and I wonder if that sense of calling will still be there or if she will put the ICU behind her once and for all.

Even in healthcare technology roles, I’ve seen a change in some of the language used in promoting positions and during the interview process. Companies are more likely to advertise their flexibility and options to help workers achieve work-life balance. I see more mention of programs to allow employees to interact on non-work topics. such as support groups for employees caring for aging parents or small children, or as part of diversity efforts.

However, for every bit of flexibility, it seems another company is swinging the pendulum the wrong way. My local health system is hiring IT workers, but even though the positions are officially tagged as remote, they require relocation to the company’s headquarters state “for tax purposes.” Maybe the hospital just doesn’t want to deal with the paperwork, but they’re losing quality candidates and hiring manager friends are disgusted by the situation.

The sense that workers are evaluating their situations and deciding whether various aspects of their jobs are worth it or not is playing out across a number of industries. Due to the stressors that the pandemic has placed on healthcare organizations, however, it feels like we are experiencing it more acutely. I was having a discussion with one of my favorite revenue cycle folks recently, and in follow up she sent me an op-ed piece that I missed back in December when I was so busy trying to keep my head above water at the urgent care. It’s by Claudia Williams, former White House senior advisor and former director of health information exchange at the US Department of Health and Human Services. Although the question it asks is “Do hospitals need a chief burden reduction officer?” I would argue that the concept reaches beyond the hospital walls. Instead, we should be asking whether any organization would benefit from someone whose main role is to reduce burdens and look for ways to streamline work.

Williams cites the “must-do list of priorities for health systems in 2021” as including the following: recover the bottom line, provide frontline care for the pandemic, address health inequities, reduce provider burnout, and prepare for value-based care. Nearly all of these goals are impacted by frustrating (and often outdated) processes, multiple sets of reporting requirements that might be at odds with each other, rising costs, and the somewhat unpredictable factors of dealing with an ongoing pandemic for the foreseeable future (and perhaps indefinitely). Williams proposes a new title to join the chief experience officers, chief growth officers, and other recently created roles: that of chief burden reduction officer.

I think it’s a fantastic idea having someone who could work across multiple disciplines and service lines to identify solutions that could benefit everyone. They could unlock the potential of all the technology solutions that have been purchased over the last decade and help get rid of paper workflows once and for all. They could help streamline the patient experience as well as the clinician experience so that the two elements work together rather than at cross purposes. A chief burden reduction officer could also work with governmental agencies to help develop policies that make sense not only philosophically, but in their actual execution. No more of the “great ideas, poorly executed” that we’ve all experienced.

One of my favorite lines in the piece is this: “Health systems deeply disrespect patients when they waste their time.” The same goes with their treatment of employees (whether they call them as such or try to use cutesy titles such as associate or co-worker). An employee whose time is wasted is one who could be using that time for patient care, professional development, stress reduction, or a number of other worthwhile pursuits. Williams sums this up beautifully in the closing sentences of the piece: “All of these processes – the email, the paper, the intake form, the chart download, the fax – they are fundamentally wasteful of this beautiful human energy that we desperately need to transform healthcare. We are a nation facing multiple health crises. We need to free precious human time to address them.”

It’s a great way to think about the challenges in front of us. Who’s ready to take the leap and employ their first chief burden reduction officer? Leave a comment or email me.

Email Dr. Jayne.

Comments Off on Curbside Consult with Dr. Jayne 7/12/21

Morning Headlines 7/12/21

July 11, 2021 Headlines Comments Off on Morning Headlines 7/12/21

Training Deficiencies with VA’s New Electronic Health Record System at the Mann-Grandstaff VA Medical Center in Spokane, Washington

A VA OIG review of the VA’s first go-live finds that inadequate training contributed to a decrease in user productivity, as poor training design and ineffective Cerner trainers left users unsure of how to use the system to perform their jobs.

Practicing Clinicians’ Recommendations to Reduce Burden from the Electronic Health Record Inbox: a Mixed-Methods Study

Surveyed physicians recommend improvements to EHR inbox functionality, some of them involving redesigning the system to work more like email.

Biden calls for efforts to lower drug prices as part of executive order to foster competition

A White House executive order directs the Justice Department and FTC to review hospital merger guidelines and for the federal government to move forward with mandatory hospital price disclosure.

Comments Off on Morning Headlines 7/12/21

Monday Morning Update 7/12/21

July 11, 2021 News 6 Comments

Top News

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VA OIG looks at training deficiencies in the VA’s first Cerner rollout at Mann-Grandstaff VA Medical Center, in Spokane, WA, noting:

  • The VA Office of Electronic Health Record Modernization is charged with the implementation, but the involvement of VHA, which houses all of the system’s users, is not clear.
  • Training design was internally called “button-ology” because it focused on telling users which buttons to push to get a desired outcome, with little context provided to users who then failed to understand how to use the system.
  • Users struggled because the classroom training didn’t focus on workflow.
  • The system that was made available for user practice did not match the VA’s actual system.
  • Cerner’s classroom trainers were not capable of answering questions and raised facility concerns because they lacked a clinical background and EHR knowledge. Users complained that Cerner’s trainers would defer many basic questions to the “parking lot,” which became a running joke among employees being trained.
  • All of the 30 super users said their training was a waste of time that left them demoralized, distrustful of Cerner and the VA project team, and less prepared to help users than before the training.
  • Leaders did not fully understand Cerner’s role-based permissions and how to manage staff who required multiple role assignments, causing users to be assigned to the wrong training classes.
  • VA contracting officials scored Cerner’s training work as “satisfactory,” the minimum level that meets contractual requirements.
  • The post-live decrease in user productivity and morale was attributed to EHR training factors.
  • The project’s change management group withheld some OIG-requested training evaluation data and altered other data before sending it.

Reader Comments

From Uniquely Qualified: “Re: company reps. My BS detection tip – it’s not actual knowledge they are selling if the answer to every problem is that company’s solution.” That’s true for life in general. I immediately tune out anyone whose industry viewpoint, politics, worldview, sports team loyalty, or entertainment choices are unwaveringly consistent and represent so much of their identity that they belittle those whose opinions differ. Anyone who can’t find an occasional good point being made by someone from the “other side” of any given issue is either a self-serving deceiver or intellectually comatose hack. Salespeople should believe in their product, but surely they can see as plainly as the rest of us that it is imperfect and sometimes fails to achieve the promised results for reasons that may or may not be under the company’s control. I started HIStalk 18 years ago for that reason – the lame publications were paid cheerleaders for advertisers and would studiously ignore the real-life challenges I saw every day working in hospital IT. My experience is that good companies get better by paying attention to constructive criticism from experienced outsiders, while bad ones sputter indignantly and shoot the messenger.

From Mr. Softy: “Re: Microsoft 365 Business Basic. I’m a user and the pros are that it’s a good deal, I strongly prefer Teams over Google Meet, performance is good, it’s easy to set permissions for a growing team, and the company’s support agents have been prompt and helpful. Cons are that you only get web versions of the Office apps and those lack a good number of advanced features of the desktop versions, Google has a more comprehensive feature set, the products could use some polish, and Microsoft sometimes makes security recommendations that aren’t available to users of the Basic plan.” Thanks much for that review.


HIStalk Announcements and Requests

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The expensive technology that is being used by providers and insurers is doing little to make poll respondents healthy and happy.

New poll to your right or here: If two Epic-using providers in the same area don’t share patient data, would you assume they’re guilty of information blocking? Looking at it another way, if we know that every Epic client can theoretically share information with all the others, then what reasons other than intentional information blocking would explain why they aren’t? (you can elaborate on that in the poll’s comments).


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Welcome to new HIStalk Platinum Sponsor Clearsense. The Jacksonville, FL-based company’s data platform-as-a-service integrates data from any source, maintains line of sight from source to target, and jumpstarts the ROI of existing business intelligence tools without the need to hire specialized staff. Its DataHub operates as the central nervous system for healthcare data to automate data curation, preparation, normalization, and governance to allow it to be used meaningfully and with full transparency. Customers benefit from strong privacy and security, ease of use, an end-to-end solution from a single partner, accelerated data maturity, and the Clearsense Data Science Workbench that empowers citizen data scientists in delivering data science on demand. Sign up for a private meeting with the company at HIMSS21 or attend its lunch and learn. Thanks to Clearsense for supporting HIStalk.

A YouTube cruise turned up this Clearsense overview video on YouTube.


Can we all agree to dress comfortably and casually for HIMSS21? Not only are most of us readjusting to venturing out again and frowning that our dressy clothes seem to be a bit snug these days, Las Vegas hit 117 degrees Saturday. The health IT industry won’t collapse if we attend a conference in shorts and tee shirts, so I’m calling for a clothing truce. Conferences should be like schools that provide mandatory uniforms so that people won’t waste time and money trying to impress each other with a few ounces of thread.

Another Las Vegas issue – COVID-19 test positivity is at 10%, COVID-19 metrics have risen to February levels, only half of residents have been vaccinated, and travelers come and go from all over the place within the incubation period. As Andy Slavitt tweeted, “Whatever happens in Vegas isn’t staying in Vegas.” It’s still a life-threatening pandemic, just one that is limited mostly to the unvaccinated.


Webinars

None scheduled soon. Previous webinars are on our YouTube channel. Contact Lorre to present your own.


People

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Industry long-timer and Cerner SVP of Consumer and Employer Solutions David Bradshaw resigns.

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Health policy attorney and disability rights advocate Erin Gilmer, JD died by suicide last Thursday.  


Announcements and Implementations

The University of Illinois Urbana-Champaign launches a self-paced, online “AI in Medicine” certificate at a cost of $750.

Toronto General Hospital goes live on Vocera Smartbadge in three of its ICUs.


Government and Politics

A White House executive order calls for the Justice Department and Federal Trade Commission to review guidelines for hospital mergers, which economists say have increased healthcare costs. The order also calls for HHS to support existing rules to limit surprise medical bills and to require hospitals to disclose their prices.


Other

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A study of physician recommendations to improve EHR inbox notification design and workflow identifies these broad user suggestions:

  1. Limit inbox messages to issues that are actionable to patient care and that are relevant to the receiving clinician.
  2. Make the EHR inbox more like email by giving users explicit control of deleting messages; providing the equivalent of an email trash folder for retrieving deleted messages; allowing messages to be turned into a reminder or to-do item; and allowing users to send themselves reminders that are tagged with a future date.
  3. Reduce the number of clicks required to manage messages by adding tools such as macros, templated text, preference lists, and routing lists. Other suggestions included the ability to add comments to a previously reviewed message without reopening it and including EHR information within relevant messages to avoid navigating the patient’s record, such as with medication refill requests and reviewing lab results.
  4. Redesign inboxes to support team-based care, such as allowing support staff to triage the inbox and for care team members to message each other within the system.
  5. Employers should support the time required to manage inbox messages without interruption.

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A review of how PCPs in 349 ambulatory healthcare organizations use Epic finds that total daily EHR time was 95 minutes for pediatric clinicians, 121 minutes in general medicine, and 127 minutes for family medicine clinicians. After-hours time ranged from 24 to 34 minutes daily. Pediatric clinicians spent half as much time managing their inbox, receiving only one-fifth as many prescription messages, one-third as many patient messages, and half as many team-related and results messages compared to family medicine and general medicine clinicians.

A Kaiser Health News healthcare reporter reviews price worksheets to compare the charges of two health systems – the publishing of which is required by a CMS rule – and finds that it can’t be done due to the timing of charges, bundled billing practices, and the omission of physician charges. The reporter says that it’s nearly impossible to calculate the cost of one person’s medical procedure, much less to compare that cost among hospitals. He also notes that imaging and surgery centers, which usually charge less, aren’t required to publish their prices.

A Texas man is sentenced to 48 months in federal prison after being found guilty of stealing patient information from a provider’s EHR and then packaging it into physician orders that he sold to durable medical equipment providers, which netted the man an two co-conspirators several million dollars in kickbacks.


Sponsor Updates

  • Quil publishes a new white paper, “Home as Healthcare Hubs.”
  • Nuance has been named a “Best Company to Sell For” by Selling Power for the second consecutive year.
  • The CEO Blindspots Podcast features OptimizeRx CEO Will Febbo.
  • PeriGen hosts a Go Live Luau at Banner Health.
  • RxRevu publishes a new white paper, “How Accurate Prescription Data Can Drive Valuable Decision Making at the Point of Care.”
  • Talkdesk publishes a white paper, “Building a patient-centric healthcare contact center.”

Blog Posts


Contacts

Mr. H, Lorre, Jenn, Dr. Jayne.
Get HIStalk updates.
Send news or rumors.
Contact us.

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Weekender 7/9/21

July 9, 2021 Weekender 1 Comment

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Weekly News Recap

  • FDA clears AliveCor’s phone-attached EKG sensor and app to allow professionals to calculate QTc interval for diagnosis of irregular heartbeat.
  • Intelerad acquires Heart Imaging Technologies.
  • A second OIG review of the VA’s Cerner project warns again of unbudgeted infrastructure costs of several billion dollars.
  • Sophia Genetics announces IPO plans.
  • UC San Diego Health adopts the SMART Health Card.
  • Three institutions form Texas Health Informatics Alliance and announce its first conference.

Best Reader Comments

Regarding AmazonCare, calling it “value-based care” is generous. Telehealth companies used to charge per-member per-month. Insurance companies started to figure out that telehealth companies weren’t doing much. Even worse is that as the insurance companies added members, the cost to the insurance company rose linearly, but the cost to the telehealth company barely changed since so few of those members actually used the telehealth service. Insurance companies also did internal measurements on the value of “urgent care” style telehealth and realized it wasn’t really substituting for primary care visits and wasn’t driving down long term costs. In urgent care style telehealth, people use it for the sniffles, while before, they would just ride it out. Increased healthcare convenience means people use more healthcare, not less. That isn’t an interesting service for insurance companies. So about five years ago, insurance companies forced telehealth companies away from per-member per-month. Many initially tried straight charging per visit and some still do, but that style of telehealth is a race to the bottom, low-margin business. Your HR department that buys your benefits is less savvy to this stuff than insurance companies, so it is easier to make money off employers directly, but selling to them one by one requires a lot of sales people. (IANAL)

I was heavily involved in the original IBM/Epic bid for the DoD. When we lost and found out what Leidos / Cerner had bid, we were mystified. Either they had low-balled, had missed some major infrastructure pieces, or had some “secret sauce” that we just hadn’t figured out. Well, I think we’re finding there was no secret sauce involved. (Bob Smith)

[Epic Care Everywhere] internal structures and mechanisms have been built. There’s a whole support structure to enable information sharing. Therefore, when two compatible Epic HIS systems aren’t sharing data, it’s entirely a customer-side issue. Maybe they aren’t mature enough to share data (after all, I’d consider external data sharing to be an “advanced”’ HIS function, and less of a priority than internal needs and priorities). Or maybe, someone at the customer has specifically decided they don’t want to share data. After all, if setting up Care Everywhere is relatively easy and is fully vendor supported, one has to start to question what the hold-up is. (Brian Too)

I find it funny that slews of provider organizations are coming out saying sepsis AI doesn’t work because they’ve all upcoded sepsis diagnoses. Seems like some great candidates for a Medicare audit. Maybe they can use the sepsis predictor to predict overpayment! (Sepsis predictor)

The Supreme Court decision in the TransUnion case this week makes it pretty clear the lawsuit against Google isn’t going anywhere. If the court doesn’t consider you to be harmed when a credit reporting agency mistakenly informs you that you’re on the terrorist watch list, they’re definitely not going to consider you harmed by having some personal info undisclosed in a log file somewhere. (Dan)


Watercooler Talk Tidbits

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Readers funded the Donors Choose teacher grant request of Mr. G in Kentucky, who requested a camera for his school’s yearbook club. He reported back in December, “With school being in and out because of COVID, they have not gotten the opportunity to use it as much as they would like. However, earlier in the school year, we were lucky enough to take some action shots at a couple of our football games. This provided a great opportunity for some hands on learning with more than one student at a time. This is something that I am greatly appreciative of as a teacher! The students were able to take many great shots that will look great in our yearbook. We all thank you from the bottom of our hearts to allow us the opportunity to grow and have amazing opportunities for us to improve our school.”

I found through frustration that scanning your COVID-19 vaccination card into the HIMSS21 Clear Health Pass app works only by positioning your phone skinny side up (portrait mode) instead of the wide-side up (landscape mode) that I expected since that’s how my bank’s mobile deposits work. I finally got that to work, although the app shows my status as “pending verification” with no definition of what that means.

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A Tennessee doctor whose medical license was previously suspended for possession of controlled substances will face the state board again, this time for inappropriately administering COVID-19 antibody tests to determine whether patients are actively infected. The doctor, who had started an in-home COVID-19 testing program, was accused by patients of not wearing a mask or gloves, not performing a physical exam, and falsifying medical records in documenting work he didn’t actually perform.

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Riverside Regional Medical Center (VA) medical resident Eleanor Love, MD starts Richmond-based The Simple Sunflower, which asks newly married couples for their wedding flowers after the ceremony, repackages them into individual vases, and delivers them to hospitalized patients in Richmond, starting with those in palliative care. 


In Case You Missed It


Get Involved


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Morning Headlines 7/9/21

July 8, 2021 Headlines Comments Off on Morning Headlines 7/9/21

FDA Clears Personal ECG Device for Measurement of QTc Interval, a Critical Marker for Patient Safety

FDA issues 510(k) clearance for the use of AliveCor’s $149 KardiaMobile 6L by healthcare professionals to calculate QTc interval from its EKGs, a value used to diagnose certain disorders of electrical conductivity that can cause irregular heartbeat.

Intelerad Acquires Raleigh-Durham Based Heart Imaging Technologies, A Clinical Workflow Automation Leader

Intelerad acquires medical image management technology vendor Heart Imaging Technologies.

More Underestimated Infrastructure Costs Could Raise VA EHR Price Tag $2.5B

A second VA OIG review of the infrastructure cost of implementing Cerner adds another several billion dollars to the project’s likely final cost, which could reach $21 billion.

Comments Off on Morning Headlines 7/9/21

News 7/9/21

July 8, 2021 News 8 Comments

Top News

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FDA issues 510(k) clearance for the use of AliveCor’s $149 KardiaMobile 6L by healthcare professionals to calculate QTc interval from its EKGs. That value is used to diagnose certain disorders of electrical conductivity that can cause irregular heartbeat.

The company also offers a service to measure QT intervals.

I was an early user of KardiaMobile and am surprised every day that the company hasn’t been acquired by Apple or some other remote monitoring / wearables vendor given its strong history of working within FDA’s regulatory framework.

AliveCor has raised $154 million in funding, including a $65 million Series E round in November 2020 whose participants included the venture funds of Qualcomm and Omron.


HIStalk Announcements and Requests

I’m trying to understand the mental process that leads people to think that “app” should be spelled “APP.” Short words need more caps?

I received a robocall whose caller ID showed Clackamas, OR, so I’ve changed my fake LinkedIn location to the closest town to that it would allow, Happy Valley, OR. I looked it up and found that Tony Award nominee Hailey Kilgore was born there. I saw her in “Once on This Island” on Broadway few years back, so maybe that was her calling me to catch up.


Webinars

None scheduled soon. Previous webinars are on our YouTube channel. Contact Lorre to present your own.


Acquisitions, Funding, Business, and Stock

Intelerad acquires medical image management technology vendor Heart Imaging Technologies.

Marketing company Finn Partners acquires health IT-focused communications and marketing firm Agency Ten22, whose founder and CEO Beth Friedman will join Finn as senior partner.


Sales

  • Knox Community Hospital (OH) chooses Hicuity Health to provide tele-ICU and cardiac telemetry services.
  • Specialty drug management vendor Magellan Rx Management will offer its members live behavioral health support and wellness coaching from Heuro Health.

People

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Edifecs promotes Venkat Kavarthapu, MBA to CEO. He replaces founder Sunny Singh, who will move to board chair.

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Industry long-timer Jamie Trigg, MSITM (Virginia Mason Medical Center) joins CommonSpirit Health as national system director of Cerner.

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Payer software vendor HealthEdge hires Ryan Mooney (Cotiviti) as EVP/GM of its payment integrity product division.

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Bon Secours Mercy Health names Jason Szczuke, JD (Cigna) as its first chief digital officer.

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Kansas City-based worker compensation technology vendor Bardavon Health Innovations hires Ed Enyeart (Cerner) as CFO. He was recruited by former Cerner President Zane Burke, who joined Bardavon’s board in January 2021.


Government and Politics

A second VA OIG review of the infrastructure cost of implementing Cerner adds another several billion dollars to the project’s likely final cost. OIG notes, however, that the two infrastructure cost reports its office performed were conducted separately, so overlap is likely. The cost of the project, which was initially estimated at $10 billion and then $16 billion, could be as high as $21 billion if the estimates for cabling, user devices, and interfaces do not overlap. The VA – which OIG says underreported costs in its poorly documented estimates — agreed to all of OIG’s recommendations, which include having an independent cost estimate performed and ensuring that any additional project funding that is required is made available.


Announcements and Implementations

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Philips and Cognizant will co-develop digital health solutions for Philips HealthSuite.

A AHRQ-funded Regenstrief study finds that EHR alerts that are intend to reduce prescribing of dementia-linked anticholinergics in older adults are nearly never read by providers or medical assistants, so their effectiveness could not be measured. The authors conclude that human-based interventions might work better than computer-issued nudges for reducing anticholinergic prescribing.

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The Commons Project releases a free SMART Health Card Verifier App for IOS and Android that will allow businesses and other organizations to scan a COVID-19 vaccination card that uses the SMART standard to determine its validity and display vaccination details.


Other

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I ran across information for Microsoft 365 Business Basic, which seems like a great deal for $5 per user per month, with no mention of a minimum number of users. It includes web versions of Office apps, 50 GB of mailbox storage with Exchange, 1 TB of OneDrive storage and sync, a full implementation of Teams that includes webinars and 300-user meetings, and some elements of SharePoint that I don’t quite understand. No desktop app versions are included, but I’m pondering getting a lot of storage plus a Webinar platform for just $60 per year, which also includes 24-hour support.

Business Insider says that prospective business customers of its Amazon Care virtual service want it included as a benefit in their health insurance plans, but those insurers are balking, possibly because Amazon is recommending value-based contracts and the insurers would rather pay under fee-for-service deals.

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Eric Bricker, MD of First Stop Health notes a trend in physicians selling their medical practices to private equity firms, as follows:

  • The PE firm offers the physician owners of the practice a lump sump of cash and offers to take over its billing and collections.
  • The practice agrees to pay the PE firm up to 40% of future annual revenue.
  • The PE firm takes advantage of its now-larger group practices to squeeze insurers for higher payments.
  • Healthcare costs increase, but the doctors in the practice who weren’t owners – most of them younger — make less, allowing the PE firm to pocket the difference.

Sponsor Updates

  • Impact Advisors receives a high overall score in the KLAS “Security & Privacy Services 2021 Report.”
  • Redox enables its customers to create digital health apps using Unqork’s no-code platform that are interoperable with any organization in the Redox Network.
  • Healthcare Triangle achieves Google Cloud affiliate Partner status.
  • CereCore welcomes Michael Gagnon as its first Enterprise Fellow, where he will provide technical direction in IT solutions, cloud, and disaster recovery management.
  • VirtualHealth adds Healthwise’s educational healthcare content to its Helios care management platform for payers.
  • Vocera will relocate and expand its San Jose headquarters early next year.

Blog Posts


Contacts

Mr. H, Lorre, Jenn, Dr. Jayne.
Get HIStalk updates.
Send news or rumors.
Contact us.

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EPtalk by Dr. Jayne 7/8/21

July 8, 2021 Dr. Jayne 6 Comments

It’s always good to hear about true interoperability in action. The Surescripts Clinical Direct Messaging platform has sent over 7 million COVID-19 immunization notifications from retail pharmacies to primary care providers. Now if only we could get health systems to share amongst themselves so that patients could have one cohesive record, that would be great.

I have multiple Epic charts in practices that are literally across the road from each other, but because they belong to competing health systems, they don’t recognize each other’s data. I know that Epic is capable of sharing, but the systems aren’t ready for that. Information blocking, anyone?

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The World Health Organization issues its first global report on the use of AI in healthcare. Titled “Ethics and governance of artificial intelligence for health,” it includes six guiding principles for the regulation and governance of AI that are fairly straightforward and frankly are in line with what we should be doing in all facets of healthcare IT:

  • Protect human autonomy.
  • Promote human well-being and safety and the public interest.
  • Ensure transparency, explainability, and intelligibility.
  • Foster responsibility and accountability.
  • Ensure inclusiveness and equity.
  • Promote responsive, sustainable AI.

The report does note that we need to be cautious about overestimating the benefits that AI can provide, particularly if resources are diverted from core investments needed to achieve universal health coverage. I thought it was a nice way of saying, “watch out for shiny object syndrome.” When you’ve got people in the world who lack basic hygiene and sanitation, clean water, and immunizations, it’s sometimes difficult to think about spending millions of dollars on advances like AI.

During the last few weeks, I’ve seen multiple articles looking at the impact of the COVID-19 pandemic on various preventive screenings. One article looked specifically at screening test volumes through the National Breast and Cervical Cancer early detection program. In analyzing data from January to June 2020, the authors found that the pandemic reduced screening rates among low-income women covered by the program. This is not at all surprising to those of us who have been in primary care. When push comes to shove and women are under stresses, they tend to put themselves last because they’re busy caring for their family members. The pandemic added extra layers of stress, including economic burdens, distance learning, and greater care responsibilities for elderly relatives or those at high risk for complications due to COVID-19.

Several of my clients have asked me to assist them with campaigns to reach out to patients for preventive screenings. The more sophisticated clients can trigger scheduling of the services through text messages, but some still require patients to call in or access a patient portal to schedule.

Although they’re excited about the capabilities of their patient engagement platforms, I have to keep reminding them that getting the patients engaged and scheduled is only part of the battle. They need to be making operational changes to make it easy to actually have the tests performed. This means leveraging technology investments to streamline in-person registration processes and history updates. The facility where I had been getting my mammograms is one of my clients and my last experience was so unfortunate that I transferred care elsewhere.

What could they do to better serve their patients? First, leverage the EHR. Use the system’s capability to generate pre-populated patient information forms so patients merely have to update their history rather than filling out a bunch of redundant information, including name and date of birth on every page. Use the data already in the system regarding primary care physician, ordering physician, and date of last exam to make it clear that you already know a good chunk of what’s going on with the patient.

Second, streamline the “COVID hygiene theater” processes that are still going on in many medical facilities, including excessive distancing and unwarranted surface cleaning that slow patient flow or create unneeded levels of concern regarding infection control.

Third, figure out how to schedule so that you can run on time. Use the data from your systems to fully understand your throughput so people can have timely testing and get back to their other responsibilities. Getting a mammogram or a pap test shouldn’t be an all-day affair, but in many places, it is, which adds additional barriers for patients in hourly jobs or patients who might not have protected time off.

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Props to Steve Edwards, president and CEO of CoxHealth in Springfield, MO. He tells those who are spreading vaccine misinformation to “shut up.” Even better is the thread where his mother, a 90-year old retired operating nurse, says “I have always told you not to tell people to shut up, but this it is okay.” Ready to rumble, indeed.

I recently heard the phrase “innovation through imitation” used and kind of chuckled at it, but the more I think about it, the more it applies to entirely too many initiatives. The most recent example I’ve seen is the recent announcement that Dollar General plans to jump into the healthcare fray with a push to expand health offerings across rural communities in the US. The press release summarizes the company’s plan to “establish itself as a health destination” by stocking “an increased assortment of cough and cold, dental, nutritional, medical, health aids and feminine hygiene products” in stores. To further this effort, they’ve hired a chief medical officer, Albert Wu, MD, formerly of McKinsey & Company.

I hope one of the first thing Dr. Wu does is to consider bringing the company’s press release writers into the world of inclusive language by using modern terminology such as “menstrual care products” to describe some of the offerings they plan to stock. News flash: transgender men and nonbinary people may menstruate, and the continued use of “hygiene” around menstrual products perpetuates myths that menstruation is somehow unclean. According to the press release, Dr. Wu went straight from his anesthesiology residency to being a consultant at McKinsey, so I’m betting his missed out on the subtleties that many of us learn to appreciate through decades in practice. I’m a little embarrassed on his behalf about the way it was worded, as well as about some of the things in his LinkedIn profile, but I wish him the best in his efforts.

What do you think would be the most helpful strategy for building greater healthcare infrastructure in rural communities? Leave a comment or email me.

Email Dr. Jayne.

Morning Headlines 7/8/21

July 7, 2021 Headlines Comments Off on Morning Headlines 7/8/21

Xifin Enters Radiology RCM Services Segment with Computerized Management Services Acquisition

Health IT and RCM vendor Xifin acquires Computerized Management Services, which offers RCM services for radiology groups and imaging centers.

Novo Holdings A/S Invests in US Healthcare IT Company Availity

Availity, which offers RCM, clearinghouse, and digital provider engagement services, secures a strategic minority investment from Novo Holdings.

Opioid addiction treatment apps found sharing sensitive data with third parties

Researchers find that 10 opioid addiction treatment apps available for Android collect and share a user’s information with third parties, prompting privacy and security concerns.

Comments Off on Morning Headlines 7/8/21

HIStalk Interviews B.J. Schaknowski, CEO, Symplr

July 7, 2021 Interviews 1 Comment

B.J. Schaknowski, MBA is president and CEO of Symplr of Houston, TX.

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Tell me about yourself and the company.

I’m a 25-year software veteran. I was with big publicly traded companies like Intuit, Sage Software, LexisNexis, CA Technologies, and Vertafore prior. I had done primarily go-to-market roles. I’ve done operations, M&A, strategy services, almost any job you can have inside of a software company. I spent about 10 years in the last two companies prior to this in vertical software. Legal for about four and a half years with LexisNexis, trying to help large and small law firms run better, and then the last almost four years at Vertafore, trying to help independent insurance agencies modernize their technology.

Symplr felt like an obvious opportunity, because at least from my diligence, there’s no more inefficient operational entity than some of these big healthcare systems. I thought it would be a great opportunity to bring my technology background and help modernize what is effectively the healthcare operational landscape at Symplr. 

That’s really what we do. We cobble together, consolidate, and standardize everything between ERP and EMR, where today there are hundreds of point product solutions, small companies all over the board on data migration, data security and privacy, and look and feel. We believe we can consolidate that into a single operational platform that allows CIOs, CMOs, and COOs to better run their healthcare systems to the benefit of not only the top and bottom line, but also operational efficiency as well as patient safety.

Can a company that has grown by acquisition keep all of its three constituencies of customers, employees, and investors happy?

It’s the imperative. The investment thesis for Symplr from our sponsors is exactly that. At the end of the day, world-class run companies with successful, happy customers are the ones that get world-class valuations. Our backers literally have a vested interest in making sure that we are solving for our healthcare systems. 

There are only 1,900 acute care systems in the United States. We have 85% of them as Symplr customers. If we’re not providing extraordinary value, if we don’t have good customer Net Promoter Scores, if they’re not really happy with Symplr all day long, this thing isn’t going to work regardless. Believe it or not, I 100% stand behind the fact that we as Symplr and our sponsors have to make this work for customers. If not, our sponsors won’t get the financial results that they want.

The company is looking for a financial transaction at a multi-billion dollar valuation. How would you characterize the health IT investor market?

You have three or four driving forces relative to the healthcare IT market today. The first one is that the pandemic shone an absolute spotlight on the fact that healthcare operations are wholly deficient. You’ve got physicians who can provide COVID care that can’t get tagged in from the sidelines because they can’t get credentialed for three or four months. You’ve got nurses on the evening news who are working 12- to 15-hour shifts without lunches because their staffing and scheduling systems don’t talk to their HRIS system, and that’s criminal. So now you have this imperative because of the spotlight on healthcare operations, and as a result, you’re seeing those companies inherently become more valuable.

The second thing is the cost of capital is still relatively cheap, and healthcare has always been a great place for investment. You are now seeing this modernization initiative take hold and consolidation within many of the largest systems, which will be good for technology providers.

Third, you’ve got some market conditions relative to what likely will be perceived as enhanced regulation, which typically is addressed with software businesses, particularly the governance and compliance area.

Those three areas are driving what is an incredibly hot healthcare IT market right now. Frankly, we don’t see that slowing down. It’s interesting because it’s making multiples meaty, to say the least. But Symplr’s strategy is to look for the right companies that add additional value to the portfolio that we’ve already built and strengthen our position in healthcare operations. We’re taking the more long-term views, and sometimes we might be willing to look into investment differently because we can look at it over time, not just in the next 12 to 18 months in terms of our returns.

Do those meaty market multiples give you an urgency to act quickly to find a buyer or investor?

The short answer from my seat is no. I have the benefit as the CEO of Symplr of making it the best healthcare IT software vendor provider in the world. If our sponsors look at high multiples and say, now’s the time to look for a new partner to change hands, I leave that in their hands, frankly. But I will tell you that I think it’s more indicative of the value that software modernization, technology modernization, can provide to healthcare systems. 

I don’t see healthcare technology multiples fading, because there’s so much value to be brought here. We are just cracking the surface on the potential of improving operational effectiveness of healthcare systems. I think that will only continue to rise as these systems truly embrace what technology modernization can mean for them. They start to stitch it together. They don’t have the data security and privacy risks any more. They have the data and insights to make intelligent decisions. They understand where they fit relative to other systems and peer community. I only see them going up.

People keep expecting technology to reduce costs, reduce inefficiency, and improve outcomes in healthcare, but somehow that never seems to happen at a macro level. Are prospective customers becoming more demanding?

Yes. People were still looking at this whole middle infrastructure realm in a point product way. The reality is you can keep investing in point products all day long, but if you don’t have better interoperability, if you don’t have a common look and feel, if you don’t have a common data layer that gives you better insights in how to run your healthcare system, you’re not going to see the benefits.

We’re seeing these top-down initiatives that are starting with some of the biggest healthcare systems in the world moving down into what I’ll call the more mid-market or mid-tier size healthcare systems. I’ve talked to some CEOs and CMOs who would reinforce this. As recently as seven or eight months ago when I joined, the theme was, we just let our facilities and our teams pick whatever solutions they want and we just make sure that we get the right price on them. Maybe there’s some data security and privacy standards, maybe there aren’t, which is frightening on so many dimensions. 

But now what you see is these large systems that keep getting bigger, they know they can’t run with 100, 200, 300 different point product solutions, many of which are trying to achieve the same outcome. They are now driving this consolidation standardization, not just as a technology, but of workflow and processes, such that you can  have a facility in Oregon and a facility in California and you can transfer an employee. A lot of those systems and tools are made the same way, so you can onboard them immediately and they’ll understand the look and the feel and the healthcare system’s way of doing things.

That’s going to be better for business. Number one, you get the obvious financial impact of system consolidation. But beyond that, it’s going to be so much better for the frontline workers who live in those in those tools for a couple hours a day who need to be as efficient and productive as humanly possible. When you’ve got a nursing leader who spends three to four hours a day of his or her time in systems instead of providing care or mentoring younger nurses, that’s horrible for your system. The ability to reduce that to an hour or hour and a half a day provides meaningful time back. That’s why you’re seeing a lot of these top-down down initiatives that previously had just been left to a fragmented, decentralized decision-making process. That’s the way of the past.

Has Symplr’s acquisition and operation of Phynd given you an appreciation for the challenges involved with the seemingly simple task of provider data management?

It’s so strange coming in from the outside. It’s a plumbing problem. If your pipes are set up the right way, your data flows. This shouldn’t be that hard. But because of the way credentialing takes place, because of the way a lot of these systems do provider data management, it’s been wholly inefficient. We look at Phynd as another part of provider management, which is one of the core categories that Symplr operates in as part of healthcare operations and GRC. If that front door doesn’t work, it  impacts the entire downstream operational landscape.

Phynd was so obvious for us. What had been Cactus and all the other provider applications we have that – Symplr Provider – and we saw the opportunity to bolt Phynd — now called Symplr Directory — into that and extend the operational wherewithal and competency in through the digital front door. Systems are now able to identify and convert more of those patient opportunities. It just made a ton of sense to stitch the whole thing together. It’s one plus one equals seven with those products together. It was a great opportunity for us to add a lot of value by simplifying something that shouldn’t be that hard.

You’ve said that companies need leaders who can stop debating and instead take action based on the 80% of information that is known. You’ve also said they must get along with each other. Did that mindset come from your military experience?

It’s this whole concept of task and purpose, and it really comes down to alignment and goal setting. If you have an organization that is trying to do too many things and doesn’t understand collectively what winning looks like or what success looks like, that’s when you get these rogue individuals who are well-intentioned, but are off doing their own thing. 

At Symplr, we have three strategic priorities — grow organically, become one Symplr internally and externally, and then win with mergers and acquisitions. The individual goals of everyone in the company, including me, ladder up to those three objectives. If you have continuity and consistency of purpose, the organization is able to better win together and remain aligned. We also have to know what right looks like, such that if someone is off doing something, the rest of the organization has a mandate to say, wait a minute, I think we’re out of balance here. How does this align back to our common objectives? 

Whether it’s in the military — where you basically have tasks and purpose, you have very specific missions with a specific purpose and clarity around mission intent – or in business — where you have three strategic goals, here are measures for each, here’s how your job ladders into each of those, here’s how we collectively in a system achieve those — it’s much easier to create organizational alignment.

I say I joined Symplr for four reasons, and one of the primary ones was the culture of Symplr when I walked in the door. This was a company that had grown up through acquisition. I was shocked to learn that the employee engagement was as high as it was. We had world-class Employee Net Promoter Scores the day I walked in the door, which told me you’ve got a workforce that wants to actually understand and solve for customers. That it’s looking for singularity of purpose, if you will. We’ve done a pretty heavy internal transformation to become one Symplr — our own infrastructure, our own processes, a common way of doing things. We do EMPS every quarter and we’re still world class. The organization was hungry for that kind of goal-oriented management and I think we have thrived as a result.

You are early in your first CEO job, but have already been involved in acquisitions and presumably some discussions about the possible change in company ownership form. What are you learning as the person who has to make those big decisions?

The two observations that I probably reflect upon the most are, number one, you can’t undervalue the importance of having an incredibly strong executive team. Do the leaders of the functions of our organization all understand what the goals are? Do we ladder up against them? Do we have the right culture on the executive team such that the organization sees us working together, challenging each other, but always being professional and having a ton of fun doing it?

I probably believed this before I took the Symplr job, but now I very much understand it because I own it as part of my job, but having the right executive leadership team, senior leadership team creates wonderful opportunities for engagement, for alignment, and for internal employee mobility. That’s what it looks like done right.

The other piece is that you never know, until you sit in the chair, how amazingly complex and varied the different parts of the business are. In the same day, I’ll go from evaluating our return to travel and the office COVID policies — relative to vaccinations and who is, and who isn’t, what do we do — to incredibly important diversity and equity and inclusion initiatives that we’re overseeing, to product strategy, to facility rationalization, to sales bookings growth. You get everything in the same day. If you’re not intellectually curious enough to be able to pivot five or six times in a given day and focus on different things, this could be exhausting. If you enjoy that, and thankfully I do, it’s exhilarating. But until you sit in the seat, you have no idea the amount of variety that goes into the day-to-day.

Some technologies found their way to success being led by top executives whose temper, insults, executive turnover, and micro-managing control were legendary. Does that approach still work, where one person’s force of will pushes the company forward even while alienating many of the people who work in it or with it?

A majority of those examples involve founders and majority shareholders, so they could get away with it. I would argue that nobody wants to work for a jerk. There are too many options, particularly in technology. If you are good, you can go work in a million different places and be treated really, really, really well. Our philosophy as an executive team is that we are ruthless in our decision-making, but we’re nice to everyone all the time. Because why would you not be? No one wants to do this if it’s not fun and enjoyable and if you don’t trust the people that you work with and for.

That other way may have worked. It may still work for some folks. It’s never been my style. You learn early on in your career that you can rattle your saber, shake your fist, and pound the desk and nobody cares. You’ll end up seeing higher degree of turnover and maybe the enterprise will be successful, but at what cost? As opposed to a place that is welcoming, nurturing, and accepting of all. That has high standards for performance, but just as an expectation of the role, never an indictment of the individual. 

We don’t yell. We don’t scream. Sometimes people work really hard, but hopefully it’s never all the time. This is not sustainable. I believe that the better financial outcomes come from happy and engaged employees, because then they’ll take incredibly good care of our customers, write great code, sell really hard, and market really well, and that will lead to the financial outcomes that you want. I hope those days are gone and you see more of a accountable, but accepting kind of leadership in technology.

Where do you see the company in the next 3-5-years?

I get this question a lot because of our size, growth trajectory, and profits. The financial profile at Symplr is just wonderful, so we have a lot of options. We might go public in a few years. We might remain privately held via a private equity sponsor. We may find a home with a very large strategic partner that thinks we can be accretive to their healthcare IT strategy.

More than anything, we’re focused on creating incredible healthcare outcomes for our customers, driving great growth as a result of that, and maintaining our financial discipline relative to the profit that we put off. If we do those three things, the options for Symplr will be unlimited. But the reality is that we’ll continue and maintain and extend our market leadership position within healthcare operations.

My dream is the day where healthcare systems, CMOs, COOs, CIOs, wake up and say, you know, we’re a Symplr shop. We use Symplr for provider management, workforce management, contract and spend access, compliance, quality, and safety. We’re a Symplr shop, which means we’re a best-in-class healthcare operation or healthcare system with our operations. If that happens, Symplr’s corporate outcomes involve a ton of different options, but that’s how we think about driving business.

Do you have any final thoughts?

It’s funny that probably 90% of the folks today are using a Symplr product and may not know it because we’ve grown through acquisition of brands like Cactus, API, TractManager, HealthcareSource, and ComplyTrack. We have all these wonderful point products that for years were best-of-breed in each of the categories they served. What we’ve now done at Symplr is to begin to stitch them together and create common workflows across systems, a common look and feel, and interoperability, We are making game-changing operational improvements. 

I would encourage folks to come talk to the business and come talk to Symplr to learn a little bit more how we can benefit them, because it’s probably not the same collection of point products that they once knew. There’s meaningful value to be had.

Morning Headlines 7/7/21

July 6, 2021 Headlines Comments Off on Morning Headlines 7/7/21

Healthcare Technology Firm Sophia Genetics Files for $100M IPO, Inks Cancer Data Deal With GE Healthcare

Sophia Genetics announces its IPO plans and that it will work with GE Healthcare to develop AI-powered analytics and workflow software for cancer care.

Puerto Rico Health Dept. launches online platform to manage patient data

Puerto Rico’s health department launches an HIE with an initial seven provider organizations, with another 15 scheduled to connect next week.

Exclusive: After rebrand, Tampa Bay Wave telehealth company raises $1.5M

ERemede raises $1.5 million in seed funding to further scale its patient engagement solutions and educational resources for pre- and post-op patients.

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News 7/7/21

July 6, 2021 News Comments Off on News 7/7/21

Top News

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UC San Diego Health adopts the SMART Health Card, giving patients and employees digital access to their vaccine records through the health system’s patient portal.


Reader Comments

From Informatics Nurse: “Re: COVID-19 vaccination. Since the ruling was upheld to allow hospitals to make COVID-19 vaccination a condition of employment, five consulting companies have reached out, saying they have a need for vaccinated go-live staff. The contracts are for 2-4 weeks, starting immediately, with all expenses paid and at hourly rates not seen since 2009. The reason is the termination of unvaccinated hospital IT staff who must have felt themselves indispensable and immune (pun intended) from termination after years of working on the project with go-live impending.” Unverified. Consulting folks – are hospitals calling to get quick, short-term replacements for IT-related staff who were let go because they declined vaccination?

From Inappropriate Umbrage: “Re: interviews. Some you’ve done contain fun or insightful tidbits, while others seem to recite the obvious. How do subjects prepare?” They don’t, because I don’t give them a topic list in advance, I don’t allow anyone else to get on the call, and I don’t give them the interview transcript draft afterward for their approval or editing. I decided early on to  buck the trend of dull health IT “interviews” that are really just committee-formulated company responses to a emailed list of non-insightful questions. I interview CEOs only, talk about whatever interests me, and then run a full transcript of that conversation, so give those interviewees credit for being willing to have an actual unscripted dialog — much of it related to the industry as a whole rather than the company — and have it just appear on the site without any other personal or company involvement. That requires a certain amount of courage and trust by the subject and some tolerance by readers who might not recognize the pressure the subject is under in being interrogated by an anonymous nobody of uncertain agenda in an unfamiliar setting.


HIStalk Announcements and Requests

I watched Questlove’s powerful, exuberant “Summer of Soul” Monday on Hulu and it was a stunning documentary, a historical look back at the tumultuous 1960s that is backdropped by concert footage of the forgotten “black Woodstock” of 1969’s 300,000-attendee Harlem Cultural Festival over six weekends. Musical highlights for me were shockingly charismatic The 5th Dimension and Sly and the Family Stone (I’m not really a gospel-funk fan even though I acknowledge the obvious talents of Mahalia Jackson and Mavis Staples) and seeing Stevie Wonder drumming better than most drummers. The film sat unprocessed and forgotten in a basement for 50 years — thank goodness it wasn’t on videotape — yet it offers perfect audio quality and depicts a bold palette of 1960s colors that, like the festival, have been largely forgotten (seen any bands wearing matching Creamsicle orange suits lately?) Questlove is a multi-talented and curious genius, of course, and he stayed out of the film’s way, allowing the tears and wistful reminiscing glow of festival performers and attendees who were shown footage 50 years after the event to provide the narrative. This festival was 100 miles geographically and light years away culturally from Woodstock. Segments about the Vietnam war, assassinations, and the moon landing are jaw-dropping, and you’re left with the message that while the music and fashion have changed, the struggle has not. 

I’m peeving once again on people who say they have “over 12 years of experience.” We know it isn’t 13 years or their carefully enumerative precision would have said so, maybe even rounded up if it was more than 12 years and six months, so why not just say “12 years of experience” and assume that the absence of those few extra months is immaterial? Otherwise, every since person’s resume would, except for one day per year, pointlessly describe their years of experience as “more than.”


Webinars

None scheduled soon. Previous webinars are on our YouTube channel. Contact Lorre to present your own.


People

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CMS appoints Meena Seshamani, MD, PhD (MedStar Health) as deputy administrator and director of the center for Medicare.

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Dina hires Maryann Lauletta, MD (Inspira Health) as its first chief medical officer.

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John Sheehan (All Tier Health Care Consulting) will join Rochester RHIO as CEO on August 1.


Announcements and Implementations

The incubator of Innovation Institute — whose members include Bon Secours Mercy Health System and MultiCare — will co-develop solutions with process automation vendor Olive and share commercialization revenue.

Children’s Hospital & Medical Center implements cloud-based enterprise imaging informatics and data insight solutions from Philips across its facilities in five states.

An InterSystems TrakCare Unified Health Information System update includes integration with its HealthShare Personal Community patient portal to support appointment scheduling and synchronization of third-party app data with patient records; support for virtual visits using Google Meet, Microsoft Teams, and WeChat; and support for SMART on FHIR apps. TrakCare is used in 27 countries, although not the US.


Privacy and Security

In England, an Information Commissioner’s Office analysis finds that more data breaches occurred in healthcare between 2019 and 2020 than in any other sector examined, prompting NHS Digital to delay its plans to share the health records of NHS patients with third-party organizations.


Other

A randomized controlled trial of a large company’s multi-site workplace wellness program after three years finds that while employees said they more actively managed their weight using the program, it otherwise had no impact on self-reported health, clinical health markers, healthcare spending or utilization, absenteeism, or job performance.

A Kaiser Health News report finds that rural, volunteer-based ambulance services are struggling to respond to calls due to a shortage of volunteers who are wiling to take the extensive emergency medical technician training and tests. it also notes that Medicare and Medicaid payments cover only about one-third of actual costs, leaving the services running in the red. Suggested solutions include funding EMS services via taxes, merging the services with fire departments, or turning them over to hospitals. 

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Saint Vincent Hospital (MA) CEO Carolyn Jackson cites an ongoing nurses strike as the reason for the Tenet-owned hospital’s decision to delay its Cerner implementation until early next year. The strike, which mostly involves concerns about nurse-to-patient staffing ratios, has been going on for nearly five months.


Sponsor Updates

  • EClinicalWorks releases a new customer success story, “PrimeCare Medical Clinic: Rocking Patient Engagement in Little Rock.”
  • Agfa HealthCare adds a chest X-ray visualization package to its Rubee for AI workflow software for radiology.
  • Clinical Architecture releases a new The Informonster Podcast, “Working Towards Price Transparency in Healthcare.”
  • Divurgent releases a new The Verged Podcast, “The Promise of the FDA Real-World Evidence Program.”
  • Ellkay recognizes VP of Customer Success Sunita Pradhan as part of its Women in Health IT Program.
  • Experian Health’s Enterprise Health Patient Identifier Solution and Hospital Claims Management Systems have been recognized as top-rated solutions in Black Book’s “Top Client-Rated Financial Solutions Achieving Accelerated Digital Transformation in the Nation’s Healthcare Systems” rankings.

Blog Posts


Contacts

Mr. H, Lorre, Jenn, Dr. Jayne.
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