News 11/7/18

Top News

A review of 9,000 EHR-related pediatric medication events in three hospitals that use Cerner or Epic finds that EHR usability contributed to 36 percent of the reports, while 18 percent appear to have caused patient harm.

The most common problem areas were lack of system feedback and confusing visual displays.

The authors recommend that ONC add pediatric safety and usability measures to its certification requirements, that vendors and providers use realistic test-case scenarios, and that Joint Commission include EHR safety in its accreditation.

Reader Comments

From Indigenous Species: “Re: records request. I was a patient of Cleveland Clinic of Florida, which I believe is a big Epic user. They have a fancy patient portal. I used it to request a copy of an operative report and they said I had to contact the medical records department by telephone. I got through the automated attendant to the point I received a message saying I needed to either mail in a request or fax it, after which I could expect something in 10-14 days. Gazillions of dollars spent on Epic and where are we? The same place we were 20 years ago.” Cleveland Clinic Florida’s instructions (above) are embarrassing for any hospital, much less a universally-admired one – in what time warp do patients have a fax machine sitting in their homes (or for that matter, a landline to plug it into)? Why do hospital HIM departments so quickly and firmly reject the idea of printing, signing, scanning, and emailing a completed form (or even better, using DocuSign) in favor of getting their fax fix? Meanwhile, the hospital’s authorization to disclose form is, not surprisingly, a consumer-unfriendly mess for those who just want a copy of their own information. It only covers sending information to someone else, and if that’s not bad enough, the form’s footnote adds, “Cleveland Clinic Florida may, directly or indirectly, receive remuneration from a third party on connection with the use or disclose [sic] of my health information.” That’s an interesting revenue stream – taking a cut of the fees their patients are paying to obtain their own information. I hereby nominate them for my “Least Wired” consumer award, for which they may nose ahead of stiff competition via the form’s outdated reference to “venereal disease.”

From Onion Peeler: “Re: startups. Where can we send our news?” I answered, but this reminds me of a pet peeve. The misused term “startup” should carry an expiration date of maybe 3-4 years, beyond which the defining characteristics — continued outside investment, demonstrably fast growth, lots of industry buzz, and an infrastructure designed to scale — are no longer true. By that point, it’s just a less-sexy sounding small business, not that there’s anything wrong with that. Maybe “startup” should be added to the list of terms that are meaningful only when someone else uses them – innovative, world class, award-winning (preferably detailing who gave the award and for what), and disruptive. Otherwise, it’s just BSaaS. 

Webinars

November 7 (Wednesday) 3:00 ET. “Opioid Crisis: What One Health Plan is Doing About It.” Presenter: Samuel DiCapua, DO, chief medical director, New Hampshire Health Families; and chief medical officer, Casenet. Sponsor: Casenet. This webinar will describe how managed care organization NH Health Families is using innovative programs to manage patients who are struggling with addiction and to help prevent opioid abuse.

Previous webinars are on our YouTube channel. Contact Lorre for information.

Acquisitions, Funding, Business, and Stock

Premier will acquire clinical decision support vendor Stanson Health for up to $66.5 million in cash. The announcement also notes that Stanson is developing a prior authorization system for medical and pharmacy benefits. Founder Scott Weingarten, MD, MPH, who is also SVP and chief clinical transformation officer of Cedars-Sinai, will remain as leader of the business. Stanson had raised just $3 million in a single Series A funding round in mid-2015.

Alphabet kicks off a two-day, employee-only conference on healthcare on its Sunnyvale, CA campus, featuring outside speakers Eric Topol, MD and former FDA commissioner Rob Califf, MD.

MJH Associates, which runs conferences and magazines such as Pharmacy Times and The American Journal of Accountable Care, acquires Medical Networking, Inc., which operates the Medstro communities and online challenges platforms as well as the Medtech Boston website.

Sales

• Health First (FL) chooses Kyruus ProviderMatch to allow consumers to find providers and book appointments via its website and call center.
• Renown Health (NV) implements PeriGen’s PeriWatch labor analysis software in its childbirth unit, including its Cues fetal surveillance solution.
• FQHC Community Healthcare Network (NY) will use Valera Health’s smartphone-based patient engagement solution for patients with behavioral and chronic health conditions.
• Massachusetts General Hospital chooses CarePassport for patient monitoring and engagement in its research studies. The company’s founder is Mohamed Shoura, PhD, who is also CEO of imaging vendor Paxera Health (formerly Paxeramed).
• LStar Imaging (TX) chooses ERad for imaging.

People

Collective Medical hires Kat McDavitt (Insena Communications) as chief marketing officer.

Cantata Health names Tad Druart (ESO Solutions) as chief marketing officer.

Health IT security and patient engagement technology vendor Intraprise Health hires industry long-timer Sean Friel (Voalte) as president.

Announcements and Implementations

Microsoft will shut down HealthVault’s Direct messaging service as of December 27, 2018, according to an email forwarded by a reader. The company did not provide a reason. The company says “other messaging services” are available, but the notice doesn’t list them and I saw no alternatives on its website except for CCD exchange. I’ve emailed Microsoft’s press contact but haven’t received a response.

In what might be the first use of teleaudiology, hearing aid manufacturer Phonak will offer access to hearing care professionals to perform online fitting and tuning via its remote support app. The company’s rechargeable hearing aids can already connect to mobile devices via Bluetooth to provide optimized sound quality for TV, music, and phone calls and its MyCall-to-Text app converts telephone conversations to text in real time. Hearing aids are inherently unexciting unless you need them (or need to pay for them, which is exciting in all the wrong ways), but this seems like pretty cool technology. Switzerland-based parent company Sonova Group is the world’s biggest hearing care solutions vendor (or close to it) with 14,000 employees and $2.7 billion in annual sales.

A KLAS report on how well EHR vendors serve non-US regional needs finds:

• Epic performed best with no dissatisfied customers.
• Cerner finished second despite not engaging proactively and often at extra cost.
• Meditech does well in Canada, UK, and Ireland although with concerns about slow growth and development.
• No Allscripts customers report high satisfaction and they often feel they’re on their own to implement.
• InterSystems has trending sharply down in the past two years due to staffing problems.
• Latin America is led by MV (which is increasing its lead) and Philips.
• InterSystems has slipped behind Cerner in the Middle East, while Epic has the highest score but just three live sites as prospects would like to see increased regional presence and expertise.
• Cerner and InterSystems lead in Asia/Oceania, as Allscripts customers express low confidence in the company’s R&D efforts and its acquisition strategy.

China’s Tencent announces an AI-powered smart microscope whose voice interface allows pathologists to issue commands and reports.

In England, East Kent Hospitals University goes live with the Allscripts patient administration system.

Other

Atul Gawande’s piece in The New Yorker titled “Why Doctors Hate Their Computers” makes these points:

• Computers have simplified tasks in many other industries, but have made enemies of their healthcare users.
• Partners HealthCare’s $1.6 billion Epic implementation involved less than $100 million worth of Epic software, with the remainder of the cost being lost patient revenue and the cost of implementation staff.
• Epic SVP Sumit Rana describes “The Revenge of the Ancillaries,” where ancillary departments are given a seat at the implementation table and influence decisions to make their jobs easier while forcing required fields and additional data entry on doctors.
• A busy internist colleague says Epic has reduced her efficiency, requiring her to finish documentation after going home and to struggle with a jammed Epic in basket to the point that she just deletes messages without reading them.
• The ability for everyone to modify the problem list has made it useless, requiring a review of past notes that are often excessively lengthy due to copying and pasting.
• Gawande quotes an author who in the 1970s described how users initially embrace new capabilities with joy, then come to depend on them, then find themselves faced with the choice of submitting or rebelling to the system’s control over their lives.
• An office assistant notes that much of the work she performed has been shifted to Epic-using doctors.
• Partners HealthCare’s chief clinical officer, who has been through four EHR implementations, says Epic is for the patients who look up their lab results, review their medication instructions, and read the notes their doctors have written about them. He also notes that the EHR supports population health management and research.
• Partners uses scribes, but due to concerns about turnover and errors, they chose an offshore service in which India-based doctors create visit documentation from digitally recorded encounters. A 30-minute visit requires an hour to document, with the result then reviewed by a second company doctor as well as a coding expert who looks for billing opportunities. However, as Gawande observes, “What is happening across the globe? Who is taking care of the patients all those scribing doctors aren’t seeing?”

Epic further explains how the recently mentioned New York Life integration works. People applying for life insurance ordinarily have to supply their medical history on paper after obtaining it from their hospital, a slow and expensive process. The integration uses Epic’s Chart Gateway service, which when authorized by the patient and the health system, sends information electronically to life insurance companies. It’s not blanket access to MyChart or to the data of any other patients. This is the first time I’ve heard of Chart Gateway.

The Wall Street Journal explains why smart speakers like Amazon Echo can’t make voice-requested 911 calls, at least for now: (a) lack of GPS precision; (b) inability to be called back by operators; and (c) users would need to pay 911 surcharges as they do for cell service.

Sponsor Updates

• EClinicalWorks publishes a podcast titled “How PRM Services Boosted Youth Engagement in NYC.”
• The Chicago Tribute names Intelligent Medical Objects as a “Top Workplace.”
• Former Pepsi and Apple CEO John Sculley will deliver the keynote address at MDLive’s user group meeting Wednesday at 9:30 a.m. EST, with his presentation live-streamed.

Blog Posts

• Connect 18 Recap: New Experiences, Learnings, and Friends (Spok)
• What 84 health care CIOs told us about health IT in 2019 (Advisory Board)

Contacts

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

Morning Headlines 11/6/18

ResMed to Acquire MatrixCare, Expands Out-of-Hospital SaaS Portfolio into Long-Term Care Settings

Connected health vendor ResMed will acquire LTPAC EHR and quality software vendor MatrixCare for $750 million.

Social Determinants Of Health: Holy Grail Or Dead-End Road?

A Forbes article says that addressing social determinants of health can’t improve health outcomes on its own, calling for improving food literacy, enhancing the respectful relationship between patients and providers, and addressing poverty and the lack of economic opportunity that often override health needs.

Exact Sciences signs deal with Epic Systems, hikes sales, widens losses

Madison, WI-based cancer screening test vendor Exact Sciences will implement Epic for “order entry all the way through revenue cycle and customer care.”

Cancer Society Executive Resigns Amid Upset Over Corporate Partnerships

American Cancer Society EVP/Chief Medical Officer Otis Brawley, MD resigns after negative reaction to the organization’s commercial partnerships with companies with questionable health credentials, such as Herbalife International, Long John Silver’s, and the Tilted Kilt bar chain.

Curbside Consult with Dr. Jayne 11/5/18

A reader recently asked for Mr. H’s prediction on what to expect from Medicare’s “Patients Over Paperwork” initiative. Mr. H asked me to chime in, along with readers, with my thoughts on the proposed changes to E&M codes, office visit documentation, and other paperwork.

He noted that, “It’s hard to separate meaningful HHS/CMS announcements from the political rhetoric spouted by its campaigner-appointees, so I’ve quit trying.” I agree that it’s a quite a challenge to figure out what is going on with CMS lately, since there seem to be many announcements talking about how great things are going to be, but with little change for the people actually doing the boots-on-the-ground work.

I’ve been shocked by the level of rhetoric in CMS announcements under the new administration. Everything seems to have been cranked up a notch and things that need not be political are being politicized. Healthcare finance and payment for providers is complicated and divisive enough and doesn’t need red vs. blue overtones applied on top of it all.

As to the initial question, I think that some of the details in finalizing the 2019 Physician Fee Schedule (PFS) and Quality Payment Program (QPP) rules show that the current CMS/HHS leadership might have bitten off more than they can chew. Physicians were initially excited about a potential move to overhaul Evaluation and Management (E&M) coding, creating fewer “blended” codes that were purported to more accurately reflect the work being done by physicians during office visit encounters. Although there was some positive excitement, the majority of the 15,000 comments that CMS received were negative, according to multiple reports (for those of us who didn’t read all of them). On November 1, CMS responded to that dichotomous excitement by delaying changes to those visit codes until 2021.

It’s important to remember that even though CMS ostensibly only makes the coding rules applicable to Medicare patient visits, because of how things work, they’re pretty much applicable to everyone, including commercial insurance payers and Medicaid. Self-pay patients are impacted somewhat, depending on how practices handle those patients.

The overall sentiment cited in the announcement of the delay was concern by physicians that the planned blending would reduce payments to physicians caring for Medicare patients with complex health conditions and/or multiple chronic conditions. CMS will now plan to consolidate the codes from eight to three instead of the originally-proposed two, preserving the “level 5” code used for the most complex (and most time-consuming) office visits. Another two years are needed to work out the details, apparently. CMS Administrator Seema Verma is quoted as saying, “We know this is going to have a tremendous impact on many physicians in America. We want to get it right.”

I take issue with that comment. If you knew it was going to have such a huge impact, why did you think it was OK to go ahead and put it in the most recent proposed rule? Wouldn’t it have been better to put together some working groups or task forces, etc. including actual working physicians rather than cobbling together something internally and then having to take it back? To an in the trenches physician, this back and forth makes one feel like CMS doesn’t understand us and that it has become reactionary rather than proactively addressing the issues that all of us face. If the wheel was less squeaky, would this have moved along?

The American Medical Association and the Medical Group Management Association are in support of the delay, noting in various press releases and on-the-record comments that the plan was flawed. MGMA SVP of Governmental Affairs Anders Gilberg stated, “Blending payments rates in 2021 won’t necessarily reduce burden, especially with CMS’ newly required add-on codes.” More than 150 various medical societies signed on to a letter opposing the new structure prior to the announcement of the delay.

CMS claims that proposed changes will simplify the way physicians bill for visits, and along with other modifications, are expected to save clinicians $87 million in administrative costs in 2019, ultimately yielding a net savings if $843 million over the coming decade and 21 million hours by 2021.

You know what would also save money and reduce physician angst, possibly slowing the retirement and exodus of much-needed clinicians? Stop harassing physicians with coding audits. Practices constantly receive requests from their Medicare intermediaries asking for documentation to justify the various codes. The practices I work with have gotten responding to these down to a fine science, trying to waste as little of their time as possible. Most of them have a 95 percent or greater success rate in justifying their codes.

I agree that means that five percent of the time they are overcoding or undercoding, but does catching that justify the millions of hours spent dealing with the audits? How about targeting the most egregious offenders and letting the rest of the physician base spend their staff resources managing patients rather than printing and mailing/faxing records to auditors? Burden isn’t just a financial problem – it’s a psychological one and is closely associated with clinician burnout.

Notwithstanding the delay in the E&M codes, CMS is moving forward with other elements of the Rule (and other proposed rules) that are supposed to reduce burden or save money. Physicians can focus on documentation of the interval history since the previous visit, rather than re-documenting previously documented information just for the sake of documentation. Physicians will not have to re-document the chief complaint and history of present illness already documented by their staff or by the patient himself/herself, just because the rules require it. Wholesale acquisition costs for Medicare Part B drugs are supposed to be lowered with the savings passed on to consumers. The so-called “Meaningful Measures” plan should simplify quality reporting for various federal programs that often do not align. Telehealth services and remote monitoring under home health should save money.

As I try to put my thoughts together on this complex topic, my blood pressure is definitely rising. I struggle with the conundrums that we’re facing in healthcare today, at least in the way that I have boiled them down so that I can attempt to understand them:

• We don’t want universal healthcare, but we want universal control over how physicians and facilities bill and how they are paid.
• We want to set up complex rules to control payments, but then we get upset when organizations figure out how to game the system (RIP, provider-based billing).
• We don’t want higher-quality physicians to be able to charge more for their services on the front end, but want to spend loads of administrative money trying to incent them (or penalize others) on the back end.
• We don’t want to require payers and employers to cover a universally agreed-upon subset of preventive services and money-saving interventions such as birth control, but we want to reduce disease burden and lower the rate of poverty.
• We want the most high tech services in the world regardless of whether they’re indicated, but we don’t want limits on those services based on ability to pay or overall financial burden to society.

There are many other elements I could cite, but I’d like to preserve some good spirits for the rest of the day and a charity project I’m about to go work on. I wonder, though, as policy-makers debate the solutions they propose for all of this, if they really think about both sides of the various equations or whether we’ve gotten to such a position of polarization that they can only see their own perspective.

What do you think about the Patients Over Paperwork initiative? Leave a comment or email me.

Email Dr. Jayne.

Morning Headlines 11/5/18

Allscripts Healthcare Solutions (MDRX) Q3 2018 Results – Earnings Call Transcript

Allscripts executives comment on the potential sale of Netsmart and its plan to increase margins for the former McKesson EIS business, but fail to directly answer a question about plans of its biggest client Northwell Health and make no mention of its Avenel EHR that was announced at HIMSS18.

OpenText to Acquire Liaison Technologies, Inc.

Information management technology vendor OpenText will acquire competitor Liaison Technologies for $310 million in cash.

Like clockwork: How daylight saving time stumps hospital record keeping

Users describe how they work around Epic’s inability to handle documentation entries between 1:00 a.m. and 2:00 a.m. when clocks are moved back at the end of daylight saving time.

Why Doctors Hate Their Computers

Atul Gawande, writing about his experience with Epic’s go-live at Partners HealthCare, says EHRs were supposed to increase the mastery of doctors over work, but have actually increased work’s mastery over doctors. He quotes an Epic executive’s description of “the Revenge of the Ancillaries,” where the go-live allowed non-doctors to influence their workflow in unproductive ways. He also notes that EHRs have made the problem list nearly worthless and that Epic’s In Basket is “clogged to the point of dysfunction.” He also quotes Partners Chief Client Officer Gregg Meyer, who reminds that Epic is for the patients, not the doctors, and is at least mildly enthusiastic about using scribes. 

Monday Morning Update 11/5/18

Top News

From the Allscripts earnings call following release of poor quarterly numbers that sent shares down 19 percent Friday:

• The company will launch a formal sales process for its share of Netsmart, which it says is a complex transaction because of the terms of the joint venture agreement between the companies. 
• Netsmart’s Q3 business performance was “lighter than we expected” and executives on the call repeatedly stated how much better the Allscripts numbers would have been without Netsmart (which isn’t exactly talking up a planned divestiture), although CEO Paul Black said, “we are very bullish about Netsmart’s prospects whether or not a transaction is ultimately consummated in the near term.”
• Northwell Health extended its TouchWorks agreement for another five years. Questioned by an analyst about whether Northwell (which is the largest customer of Allscripts) will also extend its Sunrise agreement, President Rick Poulton waffled, saying only that Northwell has one year left on its managed services agreement and that it’s not a high-margin business.
• The company says it and its competitors know that the EHR and revenue cycle solutions market is mature and the churn isn’t going to generate a lot of net profit for anyone. Allscripts will ramp up services offerings to offset the decline.
• The company again did not mention its previously highly touted Avenel EHR that was unveiled at HIMSS18.
• Allscripts hopes to increase the margin of the former McKesson EIS business from single-digits to 18-20 percent.
• The company says retention of customers of the formerly free Practice Fusion is strong after Allscripts started charging for it, adding that Allscripts is blending that business in with its payer and life science offerings (Practice Fusion runs drug company ads and sells de-identified patient data to pharma).

Reader Comments

From Lil’ Mob: “Re: Healthcare Informatics sold. HIStalk is the rare, independent voice in this space.” Vendome sells Healthcare Informatics magazine to another publisher whose goal is helping vendors “bring their services and products to market” (which I take to mean that seldom is heard a discouraging word that might make the ad salespeople’s job harder). For example, the four most important news stories of last week were not flattering to vendors – ProPublica’s critical assessment of the VA’s Cerner implementation, poor quarterly results from Allscripts and NextGen Healthcare, and Orion Health’s desperation-fueled sale of Rhapsody. None of those stories appear on the websites of the magazines that finished most closely (but still way behind) HIStalk in Reaction Data’s C-level provider survey. They instead ran with these questionably useful stories:

• Is emotional support part of AI’s future in healthcare?
• In Northern Virginia, Rethinking ACO Strategies—For PCPs and Specialists
• Royole’s bendy-screen FlexPai phone unveiled in China

HIStalk Announcements and Requests

Most poll respondents are proud of what their employer sells. New poll to your right or here: what are your HIMSS19 plans?

Webinars

November 7 (Wednesday) 3:00 ET. “Opioid Crisis: What One Health Plan is Doing About It.” Presenter: Samuel DiCapua, DO, chief medical director, New Hampshire Health Families; and chief medical officer, Casenet. Sponsor: Casenet. This webinar will describe how managed care organization NH Health Families is using innovative programs to manage patients who are struggling with addiction and to help prevent opioid abuse.

Previous webinars are on our YouTube channel. Contact Lorre for information.

Acquisitions, Funding, Business, and Stock

Information management technology vendor OpenText will acquire competitor Liaison Technologies for $310 million in cash.

England’s NHS Digital will eliminate 500 jobs in a restructuring, about 20 percent of its staff.

Apple turns in record Q4 numbers driven by jacked-up prices rather than increased sales or innovation. Shares sank Friday after the company announced that it will no longer provide individual unit sales or average prices, which would lead to the conclusion that (a) the company plans to hold price-insensitive fanboys hostage to make its numbers; and (b) Apple would rather not publicize the fact that it’s milking the cash cow harder (in a mature market in which its products are the highest priced) by increasing services and add-on revenue per customer, which isn’t very transparent for a traditionally transparent company. Much of the market won’t pay baseline prices of $1,300 for an IPhone, $1,800 for a Macbook Air, $399 for an Apple Watch, or $799 for an IPad Pro. Meanwhile, the company kicks the latest dent in the universe in an enhancement to the IPad, which will no longer offer a headphone jack. 

People

Dean Smith, MD, MBI (US Department of State) joins GlobalMed Telemedicine as CMIO/SVP of government relations.

Announcements and Implementations

Epic signs an agreement to give insurer New York Life direct access to its EHR to extract information for people who are applying for life insurance.

PatientPing adds the capability to tag patients who are covered under bundled payment models.

Government and Politics

The Federal Trade Commission shuts down a Florida company that sold $100 million worth of worthless health insurance plans, saying that Simple Health Plans LLC misled purchasers into thinking that its medical discount program – which cost up to $500 per month — was actual insurance. The “insurance” does not cover pre-existing conditions or prescriptions, pays a maximum of $100 per day for hospitalization, and has a yearly cap of $3,200 and even then only if the patient is hospitalized for 30 days or more. The government’s restraining order also calls for seizing the owner’s $1 million bank account and his Lamborghini, Range Rover, and Rolls-Royce.

Privacy and Security

Defunct Georgia-based Best Medical Transcription pays $200,000 to settle charges that it exposed the information of patients of Virtua Medical Group (NJ) to Internet searches, a problem reported by a patient who Googled herself and found her own medical records. The New Jersey attorney general also banned Best Medical owner Tushar Mathur from doing business in the state.

Other

Kaiser Health News notes that Epic can’t handle vital signs entered between 1:00 a.m. and 2:00 a.m. on the Sunday when daylight saving time ends because those entries will be deleted when the clock is set back, forcing hospitals to document manually until after the time change. The articles says that nurses at Johns Hopkins and Cleveland Clinic date their entries after the time change to 1:01 a.m., but add a note that the vital signs were actually taken an hour after the previous entries rather than just one minute.

Steve Ballmer becomes the latest rich person to donate millions to a hospital, leading me to implore the financially fortunate to support public health, not expensive healthcare service vendors (even if their customer base consists of heartstring-tugging children). Seattle Children’s doesn’t really need Steve’s $20 million – last year it had a $224 million profit on $1.4 billion in revenue – and it’s a shame that such tech titan largesse is always focused on their home cities like Seattle, San Francisco, and Palo Alto.

A Boston Globe magazine piece called “Losing Laura” describes the death of a 34-year-old woman who walked to the ED of Somerville Hospital while experiencing an asthma attack but couldn’t get in because of a confusingly marked entrance and the inability of 911 operators to pinpoint her precise location on the campus. She collapsed outside a locked glass door through which she could see the ED waiting area, and a hospital nurse who went outside to look for her from the 911 call didn’t notice her on the ground. I’m at least a little bit sympathetic to the hospital, which is otherwise being sued and cited by the state – EDs in suburban hospitals were not usually designed for walk-up access in life-threatening emergencies. The article notes that while Uber and Lyft drivers are guided directly to their fares with near-perfect accuracy, the FCC requires cell providers to locate a 911 caller only to within 300 meters.

In India, a judge who is annoyed at deciphering illegible doctor handwriting on injury and death reports requires them to print and sign transcribed copies from their computers. The same court previously ordered doctors to write legibly and fined those who didn’t, but the problem persisted.

The author of the bestselling “PH Miracle” book series, who claimed that an acidic diet causes disease and offered treatments around that principle, is ordered to pay $105 million to a cancer patient who sued him for negligence and fraud. The author, who had already served jail time for practicing medicine without a license, advised the patient – who was also a former employee of his — to forego traditional cancer treatment and instead let him take over with sodium bicarbonate IVs administered at his $3 million ranch.

Sponsor Updates

• Lightbeam Health Solutions employees team up with Habitat for Humanity in Dallas.
• LogicStream Health will exhibit at the National Association for Healthcare Quality Conference November 5-7 in Minneapolis.
• CitiusTech names seven industry leaders to its advisory board.
• CHIME elects Meditech EVP Helen Waters to the CHIME Foundation Board.
• Mobile Heartbeat will host a user group meeting November 7-9 in Sunny Isles Beach, FL.
• Netsmart will exhibit at the National Hospice and Palliative Care Organization Fall Conference November 5 in New Orleans.
• Nordic will host a reception during the Population Health and Connect Summit November 7 from 6:30-8:30pm in Madison, WI.
• Clinical Computer Systems, developer of the Obix Perinatal Data System, will exhibit at the Michigan Critical Access Hospital Conference November 8-9 in Traverse City.
• OnPlanHealth announces a partnership with the Dallas-Fort Worth Hospital Council.
• Meditech recaps its Physician and CIO Forum.
• KLAS recognizes PatientSafe Solutions and Voalte as top vendors in its “Decision Insights: Secure Communication 2018” report.
• Pivot Point Consulting will exhibit at the 2018 HIMSS Virginia Fall Conference November 5-7 in Williamsburg, VA.
• The SSI Group will exhibit at the Georgia HFMA Fall Institute November 7-9 in Savannah.
• Sunquest Information Systems will exhibit at the ATLAS Medical User Group November 6-7 in Chicago.
• Waystar will exhibit at CHUG Southeast November 8-10 in Nashville.
• Surescripts will exhibit at the NextGen User Group Meeting November 11-14 in Nashville.
• SymphonyRM will host a networking event at HCIC18 November 6 from 7-10pm in Scottsdale, AZ.
• AMIA includes TriNetX VP of Informatics Matvey Palchuk in its inaugural class of fellows.

Blog Posts

• Transforming the Patient Experience (Loyale Healthcare)
• How Med Center Health uses their EHR to recognize and treat sepsis (Meditech)
• Rethinking the Documentation Process for KVC Health Systems (Netsmart)
• Are the BestPractice Advisories Useful or Are They Being Ignored? (Parallon Technology Solutions)
• How Healthcare Providers Respond to Nurse Burnout (LiveProcess)
• Avoiding the Horror of Healthcare Billing and Collections Agencies (Patientco)
• CHIME Honors Next Wave’s William Spooner with Legacy Award (Huntzinger Management Group)
• The future is integration – and it’s happening now. (Voalte)
• Co-Architecting Healthcare Transformation: How Patients and Families Will Shape the Future of Caring (Vocera)
• 7 Mistakes to Avoid When Implementing Secure Messaging (Spok)
• Plandemonium: Everything PTs Need to Know About Medicare Original, Advantage, and Supplement Plans (WebPT)
• Four ways being a cardiologist is changing (and one way it isn’t) (Wellcentive)

Contacts

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

Weekender 11/2/18

Weekly News Recap

• A ProPublica investigative article questions the VA’s selection of Cerner, its management of the implementation, its choice of questionably experienced project leadership, and the gap between the original lofty goals and the reality of what Cerner is delivering
• Allscripts and NextGen Healthcare turn in disappointing quarterly results that sent shares sharply down
• McKesson Chairman and CEO John Hammergren announces his March 2019 retirement
• Orion Health finalizes the sale of its Rhapsody integration engine to Hg, which will sell and support it as an independent company
• Seattle-based 98point6 raises $50 million to expand its chat-powered “virtual primary care” unlimited service
• A report blames Cerner for May 2017 outages at seven Queensland Health hospitals, refuting the Australian health system’s initial claim that the downtime was caused by ransomware
• Cerner says in its earnings call that its DoD and VA work will drive growth until its population health management business takes off
• Analysts speculate that IBM’s $34 billion acquisition of Red Hat may signal a Watson wind-down and a return to enterprise software and services
• Roper Technologies says in its earnings call that revenue of its Sunquest business is trending down due to competitive pressure and that it will be “rebasing” the business

Watercooler Talk Tidbits

Readers funded the DonorsChoose teacher grant request of Ms. S in Colorado, who asked for a “huge box of math tools and games” (actually 17 items in total) for her elementary school class. She reports, “Thank you so much for sending us such amazing math games. I can honestly say that kids are loving math more than ever. They loved the dice game you sent us called Math Chase. One kid rolls one large dice and then proceeds to roll five other colored dice. They have to use the five other dice to make the number on the large dice. They can use addition, subtraction, multiplication, or division and it requires so much critical thinking. It has been so great to see kids apply the skills we have been learning. Now they can’t wait for math class because they know it will be fun!”

Wired magazine notes that Stanford has enrolled a huge umber of study patients whose heartbeat will be monitored from their Apple Watch, but questions whether screening huge numbers of people who don’t have symptoms will result in better care instead of misdiagnosis, unnecessary testing, and overtreatment. It also notes that Apple will release EKG and irregular rhythm features to the general public before the study is finished.

Memorial Healthcare Systems (FL) markets its telehealth service to South Florida hotels, hoping to recruit visitors and tourists for the $59 service.

Brigham Health uses text-based patient engagement for colonoscopy patients, reminding those who are scheduled for the procedure to complete their prep correctly. The no-show rate has dropped from six percent to four percent, while the number of poorly prepped patients has decreased from 11.5 percent to 3.8 percent.

Female medical students taking Canada’s licensing exam complain about #tampongate, their term for the test’s requirement that feminine hygiene products be declared and inspected upon entry.

CNN notes the irony that while the man charged with killing 11 people at a Pittsburgh synagogue was screaming “I want to kill all the Jews” in the ambulance and ED, the nurse treating him and the hospital president who stopped by to check on him were both Jewish. Allegheny General Hospital President Jeffrey Cohen, MD — who is a member of the Tree of Life synagogue where the shooting occurred — said, “We don’t ask questions about who they are. We don’t ask questions about their insurance status or whether they can pay. To us, they’re patients.” He added a comment about the alleged shooter: “The gentleman didn’t appear to be a member of the Mensa society. He listens to the noise, he hears the noise, the noise was telling him his people were being slaughtered. He thought it was time to rise up and do something. He’s completely confused.”

In Case You Missed It

• News 11/2/18
• EPtalk by Dr. Jayne 11/1/18
• HIStalk Interviews Peter Butler, CEO, Hayes Management Consulting
• A Machine Learning Primer for Clinicians–Part 3
• News 10/31/18
• HIStalk Interviews Kurt Garbe, CEO, IMAT Solutions
• Curbside Consult with Dr. Jayne 10/29/18
• Monday Morning Update 10/29/18

Get Involved

• Join my Rolodex to provide occasional news reaction or ideas
• Contribute regularly as a provider CIO, IT director, or informatics nurse (anonymous or not)
• Be interviewed (providers)
• Deliver an educational webinar (providers)
• Sponsor
• Report a news item or rumor (anonymous or not)
• Sign up for email updates
• Connect on LinkedIn
• Contact Mr. H

Morning Headlines 11/2/18

The VA Shadow Rulers’ Signature Program Is “Trending Towards Red”

ProPublica highlights the political power struggles and leadership mismanagement surrounding the VA’s no-bid, $10 billion Cerner project, prompting the software vendor to preemptively warn veterans groups of negative media coverage.

McKesson says Chairman/CEO Hammergren to retire, succeeded by Tyler

McKesson CEO John Hammergren will retire on March 31, 2019, to be replaced by President/COO Brian Tyler.

NextGen Healthcare Inc (NXGN) CEO Rusty Frantz on Q2 2019 Results – Earnings Call Transcript

NextGen Healthcare CEO Rusty Frantz reports Q2 results that beat earnings expectations but fall short on revenue, adding that the company is making a push to upgrade the 50 percent of its clients that are on older product versions.

Allscripts stock drops as quarterly results miss Street view

Allscripts reports Q3 results: revenue up 16 percent, EPS $-0.20 vs. –$0.16, missing Wall Street expectations for both.

News 11/2/18

Top News

ProPublica investigates the VA’s no-bid, $10 billion Cerner project, with these findings:

• Trump advisor and son-in-law Jared Kushner pushed the no-bid selection of Cerner, naively assuming that interoperability would be automatic if VA and DoD used the same company’s product. “The premise of all of this is incorrect,” a former project official now concludes, adding, “We thought it made perfect sense until we looked under the hood.”
• The VA team, which justified choosing Cerner without a bidding process by claiming it would create “seamless care,” has stopped using that term and now just says VA doctors will be able to see DoD records, which they can already do with their old systems.
• The White House rejected qualified candidates for CIO and other oversight roles and instead proposed former Trump campaign officials who have no health IT experience.
• One of those rejected candidates was former Sutter Health CIO Jon Manis, who questioned the role of Bruce Moskowitz, MD — the physician member of the Mar-a-Lago group of Trump supporters that was reported to be meddling in VA affairs – and feared that the project’s politics and instability would make the job impossible.
• Since-fired VA Secretary David Shulkin, MD sent Cerner reps packing when they showed PowerPoints instead of something real, explaining that he planned to hold Cerner to a higher standard than just installing its standard software. He expected to create a single lifetime health record with computerized decision support.
• A group of hospital executives warned the VA that Cerner’s off-the-shelf product and VA-DoD data synchronization would not by itself achieve the VA’s goal of seamless care.
• The VA’s project to mine EHR data for key clinical insights was abandoned with the selection of Cerner, which turned out to not have those capabilities.
• Cerner was found to be missing key VA capabilities such as Agent Orange exposure, spinal cord injury, and PTSD.
• Intermountain Healthcare CMIO Stan Huff told the VA, “If you install Cerner as an off-the-shelf product, your clinicians are going to be extremely unhappy and everybody is going to ask why did you spend billions of dollars for a crappy system.”
• The DoD has proposed sending only 1-3 years of service member and dependent records to the VA’s new system.
• Since-resigned VA CHIO Genevieve Morris could not get VA clinicians to participate and found herself in a political power struggle with new CIO Camilo Sandoval (no health IT experience), John Windom (whose expertise is procurement), and Rich Stone, MD (the VA’s top health official).
• The VA spent at least $874,000 on a kickoff event held at Cerner’s headquarters, where Morris and Windom argued over stage time and walk-on songs and tried to gloss over the project’s convoluted org chart.
• Cerner’s internal progress report rates the project’s alert level as “yellow trending towards red.”
• The DoD is so concerned about VA’s project oversight that they have proposed taking the project over, although the Pentagon’s lawyers said that probably isn’t legal.

Cerner has reportedly emailed veterans groups to warn them of “negative media coverage, including a piece from ProPublica.”

Reader Comments

From Fortune Teller: “Re: Medicare’s Patients Over Paperwork initiative. Do you have a prediction on what to expect?” I’ll let readers and Dr. Jayne chime in on the proposed changes to E&M codes, office visit documentation, and other paperwork that were first floated by CMS a year ago. It’s hard to separate meaningful HHS/CMS announcements from the political rhetoric spouted by its campaigner-appointees, so I’ve quit trying.

HIStalk Announcements and Requests

I added a “Add/Read Comments” button at the bottom of this post. It will make it easier to add a comment after reading. Let me know what you think.

Mrs. HIStalk shamed me into accompanying to seeing yet another movie (a rarity for me), in which case I give “First Man” a B- for being dull, presumably accurate, and nausea-inducing for using the “shaky cam” such that living room scenes are far harder to watch than when Gemini and Apollo spacecraft are careening wildly through space (“The Right Stuff” is about a hundred times better in every way). Before that, I laughed out loud at the preview of awful-looking sing-along, Queen-approved puff piece “Bohemian Rhapsody” as the audience all reflexively ducked to avoid being gored by the massive fake teeth of Freddy Mercury (Rami Malek).

Webinars

November 7 (Wednesday) 3:00 ET. “Opioid Crisis: What One Health Plan is Doing About It.” Presenter: Samuel DiCapua, DO, chief medical director, New Hampshire Health Families; and chief medical officer, Casenet. Sponsor: Casenet. This webinar will describe how managed care organization NH Health Families is using innovative programs to manage patients who are struggling with addiction and to help prevent opioid abuse.

Previous webinars are on our YouTube channel. Contact Lorre for information.

Acquisitions, Funding, Business, and Stock

Orion Health finalizes its sale of Rhapsody to technology investment firm Hg, enabling Rhapsody to launch as an independent company in Boston under the leadership of former McKesson executive Erkan Akyuz. The company, which offers health data integration software, plans to increase staff by 40 percent over the next 18 months.

Bloomberg reports that Elliott Management and Veritas Capital have teamed up to bid on Athenahealth. Veritas acquired GE’s ambulatory care, revenue-cycle, and workforce management software business for $1 billion in April.

Allscripts reports Q3 results: revenue up 16 percent, EPS $-0.20 vs. –$0.16, missing Wall Street expectations for both. Shares were down 9 percent in early after-hours trading Thursday following the announcement.

NextGen Healthcare, in its first quarterly report since changing its name from Quality Systems, Inc. on September 10, reports Q2 results: revenue down 2 percent, adjusted EPS $0.24 vs. $0.22, beating earnings expectations but falling short on revenue. Shares dropped 24 percent on the news, valuing the company at $968 million. From the earnings call:

• Customer attrition rate in the trailing 12 months was higher than expected at 13.9 percent, as “Epic clients continue to sweep through their physician practices and as Cerner continues to convert the Siemens ambulatory base post-acquisition.”
• The company will “sort of be proactive. We’re actually getting in and optimizing those clients long before they ever even think about whether or not there is a different opportunity available for them within their local ecosystem.”
• The company has eliminated the COO role that was vacated with Scott Bostick’s resignation in September 2018, with sales and services now reporting directly to the executive team.
• The company will add new financial services and contract management offerings.
• Long implementation cycles with all-in customers reduced the conversion of bookings to revenue.
• President and CEO Rusty Frantz said in response to an analyst’s question about one-time accruals that it was “my least favorite one-time accrual … lowering the management incentive plan because our expectations on revenue are not what they were at the beginning of the year.”
• NextGen isn’t seeing any sales benefit of Athenahealth’s tribulations, saying that ambulatory physicians look purely at products rather than investor-side activity.
• The company is making a push to upgrade the 50 percent of its clients that are on older product versions and will eventually implement end-of-life support.

Meditech reports Q3 results: revenue down 2 percent, EPS $0.52 vs. $0.47. Product venue slipped 7 percent due to implementation delays.

People

McKesson CEO John Hammergren will retire on March 31, 2019. to be replaced by President/COO Brian Tyler.

PeraHealth hires industry long-timer Greg White (PerfectServe) as CEO.

Sales

• Hawaii Health Information Exchange will implement NextGate’s cloud-based provider registry and enterprise master patient index.
• Asquam Community Health Collaborative (NH) signs a managed services agreement with Huntzinger Management Group for LRGHealthcare and Speare Memorial Hospital. Asquam’s IT staff will become Huntzinger employees.
• Citizens Medical Center (TX) selects automated pre-bill coding analysis software from Streamline Health Solutions.
• Lake Regional Health System (MO) will implement Cerner Millennium in collaboration with University of Missouri Health Care.
• Inova Health System (VA) will expand the rollout of Spok Care Connect clinical alerting beyond its initial implementation at Inova Fairfax Hospital.

Announcements and Implementations

Adventist Health System (FL) implements Glytec’s EGlycemic Management System at 33 facilities in seven states.

Government and Politics

Cerner Government Services President Travis Dalton provides an update on the company’s DoD and VA software implementation efforts, highlighting workflow and care improvements made at the initial DoD implementation sites and the company’s receptiveness to progress reports from those facilities, which, as he acknowledges, have been seen by some as setbacks. He adds that the company is ready to kick off implementations at military medical facilities in California and Idaho.

HHS re-launches the Healthcare Cybersecurity and Communications Integration Center as the Health Sector Cybersecurity Coordination Center. HC3 will operate under the authority of the Department of Homeland Security. The initial HCCIC suffered from organizational delays and leadership setbacks tied to allegations of ethics violations that led to an OIG investigation.

Privacy and Security

A reader sent this Reddit-posted breach item claiming that employee and dependent information from Cerner’s health plan was posted to a company wiki and had been visible internally for nearly a year. I reached out to Cerner and received this response:

Some data about associate benefits was posted on a password-restricted intranet site. The personally identifiable information was not exposed or accessed by anyone from outside the company. The data was viewed by a small group of associates, all of whom have had extensive HIPAA training. Due to the limited nature of the exposure, we determined that this did not constitute a data breach and we are not formally reporting this matter.

Other

IBM’s Red Hat acquisition will enable it to move Watson Health services to a hybrid cloud model, which the company says will give customers easier access to data for analytics and AI projects. Initial converted data sets will include claims and patient data from IBM’s Truven Health Analytics, Explorys, and Phytel acquisitions.

A Kaiser Health News report says that precision medicine for cancer treatment sounds good, but insurers cover the cost poorly if at all because the treatments are off label and evidence is lacking that they extend lifespan. The article profiled a breast cancer patient who can’t afford the $17,000 per month cost of AstraZeneca’s drug, and after the story ran, the drug company immediately offered to comp it (thus proving that in our unbelievably screwed-up healthcare non-system, the biggest shortage we have isn’t of doctors or other clinicians, but rather reporters).

A nurse in Germany who is serving a life sentence for killing two hospitalized patients confesses to killing at least 100 more in two hospitals, explaining that he enjoyed trying to resuscitate the patients he chose randomly to inject with arrhythmia-inducing drugs. Authorities and the families of his alleged victims question why he wasn’t caught sooner, even in one case in which he was caught in the act of injecting a patient but was allowed to work for another two days, during which time he killed another one. Hospital records showed that death and resuscitation rates doubled when he was working, a nice piece of analytical work in every way except timeliness.

Sponsor Updates

• Mobile Heartbeat attains 100,000 monthly active users of its MH-CURE unified clinical communications platform.
• EClinicalWorks will exhibit at AAP 2018 November 3-5 in Orlando.
• Allina Health CIO Jonathan Shoemaker and Health Catalyst win CHIME’s 2018 Collaboration Award.
• Nuance shares results following Piedmont Healthcare’s implementation of the company’s clinical documentation products.
• Formativ Health publishes a new white paper detailing ways providers can grow and maintain their patient panels.
• Kids Rock Cancer Center shares how FormFast has benefitted its care team.
• Glytec publishes a new e-book, “Hypoglycemia in the hospital. Why is it costing you millions and what can you do?”
• CHIME names Nuance Communications VP Kali Durgampudi its 2018 Foundation Industry Leader.
• Bumrungrad International Hospital in Thailand implements the InterSystems TrakCare EHR.
• ChartLogic parent company MedSphere supports federal efforts to alleviate the opioid epidemic.

Blog Posts

• Investing in behavioral health mobile apps? Keep these 3 considerations in mind. (Advisory Board)
• Highlights of the 2018 Meditech Physician & CIO Forum (Engage)
• Keep Patients Safe with Prescription Drug Monitoring Programs (EClinicalWorks)
• Proactive Management of End-User Experience – Flipping the Paradigm (Goliath Technologies)
• New Report Reveals Hospital Variation in Clinical Quality and Outcomes (Healthgrades)
• Gaining Confidence in Health Data in 2019 (Imat Solutions)
• Cultivating a Culture of Patient Access: 7 Practical Tactics (Impact Advisors)
• Today’s Challenges in Healthcare IT (Optimum Healthcare IT)
• The importance and impact of patient matching (Imprivata)
• How to Reach Each Generation with Your Healthcare Marketing Efforts (Influence Health)
• Why Systemness Matters for Health Systems (Kyruus)
• The calm through the storm: How I relied on my Managed Services team during Hurricane Florence (Nordic)

Contacts

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

EPtalk by Dr. Jayne 11/1/18

November is Home Care & Hospice Month, so let’s give a shout-out to members of the healthcare informatics community who work in those environments. From my time at Big Health System, it seems like hospital projects get all the recognition and the lion’s share of the budget, while ancillaries like home health and hospice are struggling to even get support.

There are a number of challenges faced by these disciplines that make their work tricky – connectivity issues, mobile documentation, chart fragmentation, lack of coordination among prescribers and referring physicians, and more. Plus, there are the challenges inherent with going into people’s homes and dealing with unpredictable (and sometimes dangerous) situations.

Our occupational health clinic works with a home care group and I’ve heard stories about home care teams that go the extra mile bringing food and personal care items to patients who are struggling to stay out of the hospital. Hats off to these vital members of the healthcare team and the informatics personnel who support them.

Whether it’s related to the month of recognition or not, CMS released a rule finalizing changes to the Home Health Prospective Payment System. Claiming it will “strengthen and modernize Medicare,” it made changes to coverage for remote patient monitoring, added home infusion therapy benefits, and updated payments for home health with a new case-mix system. Burden is also supposed to be reduced through fewer reporting measures for certifying physicians. The changes begin in calendar year 2020.

Building on the legacy of EMRAM, HIMSS Analytics releases a new Infrastructure Adoption Model called INFRAM. Along with AMAM and CCMM, the models are designed to measure organizational efforts to improve processes and outcomes through technology implementation and adoption. INFRAM is designed to assess technical infrastructure within health systems, benchmarking prior to go live on EMR (as HIMSS still calls them) systems. Subdomains assessed as part of the model include security, collaboration, wireless capabilities, data center, and transport.

The American Medical Association is providing $15 million in grants over five years to fund innovations in residency training. The Reimagining Residency Initiative aims to transform residency training to better prepare graduates for the healthcare system of the future. Depending on the specialty, graduating residents are often unprepared to operate in the “non-system” that we have going in the US – they may not have been trained on value-based care, coding in such a way that one can actually be paid, and working collaboratively with other physicians and members of the healthcare team.

AMA did this previously in a $12 million program with medical schools, leading to development of a “Health Systems Science” textbook and curriculum to teach physicians to work with emerging technology and how to participate in patient safety, quality improvement, and team care projects. The Request for Proposal will be distributed on January 3, 2019 with letters of intent due February 1. Medical schools, health systems, and medical specialty societies are invited to participate along with graduate medical education sponsors. Awards will be announced in June 2019.

NCQA announces availability of various datasets to help us with our analytics endeavors. The Quality Compass 2018 dataset includes HEDIS and CAHPS data, aiding benchmarking. The current set includes data for commercial, Medicare, and Medicaid submissions. Separate data is also available for CAHPS 5 OH Adult survey results for commercial and Medicaid payers. Also, there is a CAHPS Booklet includes benchmark data for Adult and Child CAHPS surveys. Last, the Health Insurance Plan Ratings 2018-2019 results include scores similar to the Medicare Five-Star Quality Rating System.

The American Medical Informatics Association announces its Inaugural Class of Fellows for the newly established FAMIA Applied Informatics Recognition Program. The program is designed “to recognize AMIA members who apply informatics skills and knowledge within their professional setting, who have demonstrated professional achievement and leadership, and who have contributed to the betterment of the organization.” The recognition is open to physicians, nurses, pharmacists, and others within clinical informatics. Formal recognition will occur at the AMIA 2019 Clinical Informatics Conference in Atlanta, April 30-May 2, 2019. Some of my favorite people are on the list – congratulations to all!

As I’ve worked with youth in various community organizations over the last decade, I’ve seen the expansion of smartphones, with both positive and negative impacts on youth knowledge, exploration, and relationships. Time magazine reviews recent research on the impact of technology on young people’s mental health, noting increased rates of diagnosis for depression and anxiety in those using screen-based devices for more than seven hours per day. The data is from a 2016 study looking at more than 40,000 children ages 2 to 17.

When doing a sanity check on the data, I originally balked at the seven-hour figure as an outlier, but the study notes that around 20 percent of youth aged 14 to 17 spend this amount of time on screens each day. Youth in this use category were also more easily distracted, had emotional lability, and had difficulty finishing tasks compared to those who spent only an hour a day on screens. Adolescents were more likely to have issues than younger children.

Every time I’m in an airport and see toddlers and young children glued to a phone or tablet while their parents are also glued to a phone, I want to scream. Maybe I’m turning into the local curmudgeon, but childhood is a time for wonder and explanation. I want to tell them to take their children over to the window and look together at what is going on around the airplane. Watch the baggage handlers and look for your bags. See how the plane gets refueled. Talk about the jobs people do and how everyone plays a part in getting you to your vacation or grandma’s house or wherever.

Those behaviors in young childhood influence how individuals will use phones and devices as teens, and we know from numerous pieces of research that social media use is linked to low well being in teens and adolescents. There’s nothing funnier than watching a group of teens stand in a circle and “group chat” instead of actually chatting face-to-face with each other. Funny, but sad. I’m glad that one of the organizations I work with is a no-phone zone for the most part, forcing young people to interact with each other and also with the adults supporting their adventures.

Weird news of the day: Having one’s appendix removed has been linked to a nearly 20 percent lower risk of developing Parkinson’s disease. Researchers noted that the appendix holds alpha-synuclein, which is thought to influence Parkinson’s development. One working hypothesis is that the appendix participates in immune surveillance “contributes to Parkinson’s through inflammation and microbiome alterations.” It’s not compelling enough to run out and have surgery, but I’ll be interested to see where the data takes us.

What is your organization doing to celebrate Home Care & Hospice Month? Leave a comment or email me.

Email Dr. Jayne.

Morning Headlines 11/1/18

Athenahealth Is Near Deal With Veritas Capital, Elliott

Bloomberg reports that Elliott Management and Veritas Capital have teamed up to bid on Athenahealth.

DoD and VA Update: Early Results, Fine-tuning and Next Steps

Cerner Government Services President Travis Dalton updates stakeholders on the company’s DoD and VA software implementation efforts, noting it is “well positioned” for the DoD’s next phase at medical sites in California and Idaho.

HHS rolls out cyber center successor (to criticism)

Government officials cry foul over long-delayed HHS efforts to re-launch the fractious Healthcare Cybersecurity and Communications Integration Center as the Health Sector Cybersecurity Coordination Center.

Rhapsody Announces Completion of Acquisition by Hg, Launches as Independent Company Under New Leadership

Orion Health finalizes its sale of Rhapsody to Hg, enabling Rhapsody to launch as an independent company in Boston under the leadership of former McKesson executive Erkan Akyuz.

HIStalk Interviews Peter Butler, CEO, Hayes Management Consulting

Peter Butler is president and CEO of Hayes Management Consulting of Wellesley, MA.

Tell me about yourself and the company.

I’ve been at Hayes for 25 years. We are a technology-enabled company leveraging our MDaudit software platform to drive billing and audit compliance productivity as well as revenue integrity solutions across healthcare organizations.

Is it hard to retool a consulting firm into a software vendor?

It’s challenging. After a long corporate career in consulting, you develop a name for yourself in that area. We got our start with IT consulting, then over a period of time, moved into revenue cycle consulting and EHR implementations and so forth. Our MDaudit platform took a greater foothold in the industry and we were experiencing quite a lot of trust with it.

We saw this, years ago, as the future direction of the company. We foresaw health IT consulting needs diminishing and becoming commoditized. We wanted to leverage our strength. That’s when the software piece came in.

It was a difficult journey trying to change the mindset of a 25-year-old company and people who have a lot of longevity in it, asking them to think differently, more like a software company. It came with a lot of challenges.

Are you happy that you made that decision early when you see other consulting firms just now starting to react to market changes?

Very happy. When we were going through that transition, the hardest part was that it wasn’t happening fast enough. I look back in the rear-view mirror and say, OK, we did it. We got there. This is good. Where do we go from here? It’s important for us to stay relevant in the industry and in our client organizations.

We’ve turned the corner. We are looking forward to building ourselves as a software company and continuing to make a difference in healthcare.

What are the top issues in billing compliance?

Years ago, the top issue was how a healthcare organization with 2,000 providers could audit all of them annually. Then they acquire two more medical groups of a couple of hundred providers. How do they get through those audits with limited resources? Their organizations weren’t giving them the staff since they were really seen just a cost center.

Now the trend is, I have limited resources, so let me take a step back and look at all of the billing compliance risk areas to my organization. Bubble those to the surface so that I can take my limited resources and go tackle those challenges. Are they really risk areas that I should be concerned about, or are we a billing outlier for good reason because we are multi-specialty and we specialize in this type of service? In the old days, they were looking for fraud and abuse inside their organizations.

Now it’s taking a different turn. Where can I sharpen my attention to the revenue cycle? What am I actually providing for service, but not billing for? Compliance officers stay in the mindset of looking for areas where they can ensure that their organizations are billing appropriately, not over-billing Medicare things and like that. But they’re partnering with revenue integrity leaders inside their organization who are looking at the same data. What are we leaving on the table? We’ve delivered these services. There’s more pressure on reimbursement. We want to make sure we’re getting paid for everything we’ve done.

Is anybody doing a lot of billing compliance work as due diligence before provider acquisitions or mergers?

They are, but they should be doing more. I’ve had conversations with compliance officers who said, I just got a message from the CEO that we’ve signed our letter of intent. We’re moving forward with buying this practice or hospital. They aren’t paying attention to making sure that, as part of the due diligence process, they are billing and coding appropriately. Let’s understand the risks of acquiring this organization. It’s almost been an afterthought from senior leadership that the compliance professionals find themselves in post-transaction.

Is the focus different when a private equity firm is the buyer, such as the trend of acquiring dermatology practices?

We’ve had some of those PE-backed companies call us and say, we’re about to make an offer for this dermatology practice. Before we finalize it, can you do some diligence around their revenue cycle and their billing practices? Make sure that they are billing and coding appropriately and that what they are telling us and what we’re reading in the reports is actually what’s happening.

Those are mini-assessments. They don’t take a lot of time, but they give the buyer an opportunity to understand where the risks and opportunities are. Once they finalize the deal, if they go forward, where can they find revenue opportunity and operational efficiency? There’s definitely a lot of that from the financially-minded buyers.

What trends are you seeing that aren’t getting much attention?

A lot of revenue cycle leaders in years past ran their organizations based on metrics. They would tell their staff, you need to make X number of calls or you need to touch X number of claims. A trend I’m seeing that will pay dividends later is that instead of looking at volume-based metrics or metrics for the sake of metrics inside those revenue cycle follow-up departments or patient access departments, ask that if you touched a claim, what did you do with it? Did you make changes to it that positively affected the organization? Were you able to identify root cause and go back and make changes that actually stuck so that we’re not seeing these problems over and over?

Some of our clients are assigning audit-minded people to look at the goals and responsibilities of those who support the day-to-day operations. Looking at whether their daily tasks drive positive change, the quality outcome in the operation. They are using spreadsheets to document who they’re working with, the types of audit completed, the follow-up, and the result.

It can become an arduous task, but the concept is, are you driving better quality outcomes in your role, or are you just saying you made your 50 calls or worked your 10 work queues? What was the result of that? That’s an important trend and overdue in healthcare.

Hopefully we can instill some best practices in the industry so that we have less need for those auditors. You’ve done your training and you’ve built some great training programs to educate the people who are touching every aspect of the business operation.

Do you have any final thoughts?

Some interesting things are happening that we’ll see more of as quality reimbursement plays a bigger role in healthcare. CMS recently proposed some E&M simplification rules with the concept that it will save money and provider coding time. They’ll save 50 hours a year or something like that, taking away all of the detail-level E&M coding and documentation you have to do. CMS is also looking for ways to save money for the taxpayers and the government, so it has to be viewed through that lens as well.

It will come at some point, probably not in January, but it will come with challenges that the healthcare industry needs to walk through. If you’re billing Medicare, you’ve got Blue Cross Blue Shield as secondary, and you’re doing simplified billing for Medicare, what do you do with that claim? It gets passed down to a secondary payer. There are other issues around RVUs and how you reimburse your doctors that will be impacted by changes like this from CMS. We have a lot of work to do as we think about simplifying the billing process in the industry. It won’t come without challenges.

A Machine Learning Primer for Clinicians–Part 3

Alexander Scarlat, MD is a physician and data scientist, board-certified in anesthesiology with a degree in computer sciences. He has a keen interest in machine learning applications in healthcare. He welcomes feedback on this series at drscarlat@gmail.com.

Previous articles:

1. An Introduction to Machine Learning
2. Supervised Learning

Unsupervised Learning

In the previous article, we defined unsupervised machine learning as the type of algorithm used to draw inferences from input data without having a clue about the output expected. There are no labels such as patient outcome, diagnosis, LOS, etc. to provide a feedback mechanism during the model training process.

In this article, I’ll focus on the two most common models of unsupervised learning: clustering and anomaly detection.

Unsupervised Clustering

Note: do not confuse this with with classification, which is a supervised learning model introduced in the last article.

As a motivating factor, consider the following image from Wikipedia:

The above is a heat map that details the influence of a set of parameters on the expression (production) of a set of genes. Red means increased expression and green means reduced expression. A clustering model has organized the information in a heat map plus the hierarchical clustering on top and on the right sides of the diagram above. 

There are two types of clustering models:

• Models that need to be told a priori the number of groups / clusters we’re looking for
• Models that will find the optimal number of clusters

Consider a simple dataset:

Problem definition:

• Task: identify the four clusters in Dataset1.
• Input: sets of X and Y and the number of groups (four in the above example).
• Performance metric: total sum of the squared distances of each point in a cluster from its centroid (the center of the cluster) location.

The model initializes four centroids, usually at a random location. The centroids are then moved according to a cost function that the model tries to minimize at each iteration. The cost function is the total sum of the squared distance of each point in the cluster from its centroid. The process is repeated iteratively until there is little or no improvement in the cost function.

In the animation below you can see how the centroids – white X’s – are moving towards the centers of their clusters in parallel to the decreasing cost function on the right.

While doing great on Dataset1, the same model fails miserably on Dataset2, so pick your clustering ML model wisely by exposing the model to diverse experiences / datasets:

Clustering models that don’t need to know a priori the number of centroids (groups) will have the following problem definition:

• Task: identify the clusters in Dataset1 with the lowest cost function.
• Input: sets of X and Y (there are NO number of groups / centroids).
• Performance metric: same as above.

The model below initializes randomly many centroids and then works through an algorithm that tells it how to consolidate together other neighboring centroids to reduce the number of groups to the overall lowest cost function.

From “Clustering with SciKit” by David Sheehan

3D Clustering

While the above example had as input two dimensions (features) X and Y, the following gene expression in a population has three dimensions: X, Y, and Z. The mission definition for such a clustering ML model is the same as above, except the input has now three features: X, Y, and Z.

The animated graphic is at www.arthrogenica.com

Unsupervised Anomaly Detection

As a motivating factor, consider the new criteria for early identification of patients at risk for sepsis or septic shock, qSOFA 2018. The three main rules:

• Glasgow Coma Scale (GCS) < 15
• Respiratory rate (RR) >= 22
• Systolic blood pressure (BP) <=100 mmHg

Let’s focus on two parameters, RR and BP, and a patient who presents with:

• RR = 21
• BP = 102

A rule-based engine with only two rules will miss this patient, as it doesn’t sound the alarm per the above qSOFA definition. Not if the rule was written with AND and not it had OR between the conditions. Can a ML model do better? Would you define the above two parameters, when taken together, as an anomaly ? 

Before I explain how a machine can detect anomalies unsupervised by humans, a quick reminder from Gauss (born 1777) about his eponymous distribution.

One-Variable Gaussian Distribution

You may remember from statistics that the above bell-shaped normal Gaussian distribution can accurately describe many phenomena around us. The mean on the above X axis is zero and then there are several standard deviations around the mean (from -3 to +3). The Y axis defines the probability of X. Each point on the chart has a probability of occurrence: the red dot on the right can be defined as an anomaly with a probability of ~ 1 percent. The dot on the left side has a probability of ~ 18 percent,  so most probably it’s not an anomaly. 

The sum (integral) of a Gaussian probability distribution is one, or 100 percent. Thus even an event right on top of our chart has a probability of only 40 percent. Given a point on the X axis and using the Gaussian distribution, we can easily predict the probability of that event happening.

Two-Variable Gaussian Distribution

Back to the patient that exhibits RR = 21 and BP=102 and the decision whether this patient is in for a septic shock adventure or not. There are two variables: X and Y, and a new problem definition:

• Task: automatically identify instances as anomalies if they are beyond a given threshold. Let’s set the anomaly threshold at three percent.
• Input: sets of X and Y and the threshold to be considered an anomaly (three percent).
• Performance metric: number of correct vs. incorrect classifications with a test set, with known anomalies (more about unbalanced classes in next articles).

The following 3D peaks chart has X (RR), Y (BP), and the Gaussian probability as Z axis. Each point on the X-Y plane has a probability associated with it on the Z axis. Usually a peaks chart has an accompanying contour map  in which the 3D is flattened to 2D, with the color still expressing the probability.

Note the elongated, oblong shape of both the peaks chart and the contour map underneath it. This is the crucial fact: the shape of the Gaussian distribution of X and Y  is not a circle (which we may have naively assumed), it’s elliptical. On the peaks chart, there is a red dot with its corresponding red dot on the contour map below. The elliptic shape of our probability distribution of X and Y helps visualizing the following:

• Each parameter, when considered separately on its own probability distribution, is within its normal limits.
• Both parameters, when taken together, are definitely abnormal, an anomaly with a probability of ~ 0.8 percent (0.008 on the Z axis), much smaller than the three percent threshold wee set above.

Unsupervised anomaly detection should be considered when:

• The number of normal instances is much larger than the number of anomalies. We just don’t have enough samples of labeled anomalies to use with a supervised model.
• There may be unforeseen instances and combinations of parameters that when considered together are abnormal. Remember that a supervised model cannot predict or detect instances never seen during training. Unsupervised anomaly detection models can deal with the unforeseen circumstances by using a function from the 1800s.

Scale the above two-parameter model to one that considers hundreds to thousands of patient parameters, together and at the same time, and you have an unsupervised anomaly detection ML model to prevent patients deterioration while being monitored in a clinical environment. 

The fascinating part about ML algorithms is that we can easily scale a model to thousands of dimensions while having, at the same time, a severe human limitation to visualize more than 5D (see previous article on how a 4D / 5D problem may look).

Next Article

How to Properly Feed Data to a ML Model

Morning Headlines 10/31/18

Healthcare tech startup 98point6 raises $50M, led by Goldman Sachs, to expand its ‘virtual clinic’

Seattle-based 98point6 raises $50 million to expand its chat-powered “virtual primary care” unlimited service that costs a flat $20 per year for the first year, then $120 in following years.

Secret report raises questions about Queensland’s medical records system

In Australia, a report blames Cerner for May 2017 outages at seven Queensland Health hospitals, refuting the health system’s initial claim that the downtime was caused by ransomware.

EXCLUSIVE: Cincinnati executive launches tech firm to prevent suicide

Mason, OH-based Clarigent Health will commercialize technology developed by Cincinnati Children’s Hospital that assesses suicide risk by analyzing conversations between patients and their therapists or doctors.

LabCorp Enables Health Records on iPhone

LabCorp adds support for Apple Health Records, which will allow patients to send their lab results to their IPhones.

News 10/31/18

Top News

Seattle-based 98point6 raises $50 million to expand its chat-powered “virtual primary care” unlimited service that costs a flat $20 per year for the first year, then $120 in following years.

The company’s 15 doctors serve patients in 38 states.

Millennials and others for whom convenience is paramount will probably love turning a doctor visit into a text chat, but calling it “primary care” seems like a stretch since it’s just responding in kneejerk fashion to user-reported symptoms, with no effort made to provide continuity of care or chronic condition management. Anyone want to spend $20 to give it a test drive and let me know how it turns out? I bet the $20 deal doesn’t last long. 

I’m interested that the company’s terms of use include a binding arbitration clause, leading me to question (a) does that clause really prevent malpractice lawsuits and instead force plaintiffs into arbitration with no class action option? (legal precedents suggest yes), and if so, (b) why don’t more doctors include binding arbitration clauses in their “new patient” forms with hopes of getting more reasonable judgments than are often awarded by juries made up of mostly retirees, students, and the unemployed?

Reader Comments

From Doyenne: “Re: Cerner share price. It’s dropping due to ‘Cernover,’ in which whole metropolitan areas like Seattle, Chicago, and the Bay Area are switching. Contracting: Seattle Children’s and University Washington. Implementing: University Illinois Chicago, Northwestern. Implemented: Dallas Children’s, Packard Children’s, Royal Children’s (Melbourne), University of Utah, Loma Linda, John Muir.” Unverified, and I agree only somewhat. Certainly Epic’s focus on academic medical centers has given it high-profile customers that created regional momentum, but Cerner is still turning in good numbers due to diversification even as Epic has inflicted obvious pain. Cerner talks less these days about big hospital wins, ambulatory, revenue cycle, and CommonWell and instead reassures investors about population health, IT services, non-US sales, sales outside the Millennium base, and its perfectly timed contracts with the DoD and VA (all of which conveniently avoid butting heads with Epic). The biggest questions are how the company will perform given the questionably credentialed replacements it chose for Neal Patterson and Zane Burke; the good or bad PR that will result from whatever happens with DoD and VA; and diversifying its business to meet Wall Street growth expectations while avoiding becoming a GE-like unfocused conglomerate that behaves like a dull mutual fund. Quite a few companies stumble after they lose a fire-breathing visionary leader, but like Apple, Cerner can always keep booking add-on sales of services, accessories, and questionably improved new models to an existing client base that is reluctant to shop elsewhere. My bottom line: while Epic’s business is solely focused on EHR customers and it’s hard to beat (and getting harder) in that market, Cerner is not limited to EHR sales, and investors price its shares accordingly even though we hospital-centric insiders see Epic as the unstoppable juggernaut.

From Splainin’ to Do: “Re: startups. This health IT site is charging startups to have their updates and company profiles published as fake news. Do it!” No thanks. That site didn’t even register in the Reaction Data survey of C-level health system executives and charging vendors to run their biased content seems to be yet another way to send readers fleeing. You can sell your integrity only once and you can’t buy it back afterward. I take an infrequent look at the content, advertisers, and overall excellence of sites similar to mine and I don’t see many ideas I’d want to emulate.

Webinars

November 7 (Wednesday) 3:00 ET. “Opioid Crisis: What One Health Plan is Doing About It.” Presenter: Samuel DiCapua, DO, chief medical director, New Hampshire Health Families; and chief medical officer, Casenet. Sponsor: Casenet. This webinar will describe how managed care organization NH Health Families is using innovative programs to manage patients who are struggling with addiction and to help prevent opioid abuse.

Previous webinars are on our YouTube channel. Contact Lorre for information.

Acquisitions, Funding, Business, and Stock

IBM will acquire Red Hat for $34 billion, apparently hoping to reverse years of declining revenue by trying to compete with entrenched cloud computing competitors such as Amazon and Microsoft. IBM’s bet-the-farm investment in Watson Health may well become the Previous Shiny Object as the company moves to its more familiar roots in enterprise software in hopes of placating impatient shareholders. I’m pretty sure Red Hat customers aren’t thrilled.

People

Cantata Health promotes Krista Endsley to CEO. NTT Data sold its healthcare software business to GPB Capital to create Cantata Health in April 2017, which tapped former NTT Data SVP/GM Mike Jones as CEO through April 2018 when Endsley joined Cantata as president.

Oncology analytics vendor Cota Healthcare hires industry long-timer Mike Doyle (QPID Health) as president and CEO.

PatientSafe Solutions hires Tim Needham (Burwood Group) as chief commercial officer.

Announcements and Implementations

A KLAS report on secure communication finds that while ambulatory providers are focusing on simply exchanging messages securely, health systems are moving toward broader, enterprise-level platforms that include interfacing and support for multiple workflows (Voalte and Vocera are furthest along in offering a true communication platform, KLAS concludes). The top vendors (in terms of market consideration, customer retention, and performance) are TigerConnect, Voalte, and Epic. Potential disruptors are Telmediq and PatientSafe Solutions, which have high win rates and quality scores, while KLAS says Spok and Imprivata are losing business due to lagging development.

Mason, OH-based startup Clarigent Health will commercialize technology developed by Cincinnati Children’s Hospital that assesses suicide risk by analyzing conversations between patients and their therapists or doctors.

Dimensional Insight launches Measure Factory, an automation engine that extends its Diver Platform to support data governance and data integrity.

LabCorp adds support for Apple Health Records, which will allow patients to send their lab results to their IPhones. Some Twitterati were puzzled why it only supports IPhones, with the obvious answer being that while Apple is #2 in mobile phone OS behind Android, there’s no Apple Health Records counterpart in Android (Google Fit is mostly just activity tracking).

Partners HealthCare and Lifespan end their merger talks, with Partners forging ahead with plans to acquire Lifespan competitor Care New England Health System. 

Other

In Australia, a report blames Cerner for May 2017 outages at seven Queensland Health hospitals, refuting the health system’s initial claim that the downtime was caused by ransomware. Investigators say Cerner has refused to provide system logs covering the incident. Cerner is the leading candidate to win a new bid for a patient administration system and insiders report executive pressure to avoid putting the company in a bad light.

Fascinating: a Utah insurer rolls out a “pharmacy tourism” option in which patients who take expensive drugs will be given plane tickets to San Diego, a ride across the border to Tijuana, and $500 as a cash bonus to buy their drugs in Mexico, where they are so much cheaper that the insurer still saves money. Hopefully Mexico won’t build a big, beautiful wall to keep medical tourism invaders out. 

Weird News Andy comes up with a seasonally appropriate thriller that leads him to conclude, “Always go for the $5 teeth; the $3 teeth will get you every time.” An Alabama woman completes her Halloween ensemble with $3 fake teeth, only to find that the included temporary glue was (at least in her case) permanent. The emergency dentist, in true Halloween fashion, debated whether to saw or drill away the plastic with the risk of making her permanently scary, but as the woman describes, he eventually “picked and pulled and I squealed like a baby.”

And in a WNA Halloween Two-fer, a surgery professor says students have spent so much time in virtual worlds that they fare poorly at hands-on surgical work that requires thinking in three dimensions and “actually doing things.” The instructor recommends pumpkin-carving as good training because it is “one example of using sharp instruments with great delicacy and precision on a hard surface with a soft inside to create something that you have got in your mind and then you have to make it happen.”

Sponsor Updates

• Glytec publishes an ebook titled “Hypoglycemia in the Hospital: Why Is It Costing You Millions and What Can You Do?”
• EClinicalWorks posts a podcast titled “Tools and Training to Target Physician Burnout.”
• Vocera will resell QGenda’s provider scheduling system in the federal healthcare market and the companies will integrate their systems.
• CarePort Health expands its product, analytics, and customer success teams.
• Impact Advisors is named to Modern Healthcare’s list of largest revenue cycle management firms.
• AdvancedMD will exhibit at APTA PPS November 7-10 in Colorado Springs.
• Waterloo MedTech awards Agfa Healthcare with its 2018 Award of Distinction.
• Aprima will exhibit at the AAP National Conference & Exhibition November 3-5 in Orlando.
• CarePort Health will exhibit at the ACMA 2018 Leadership Conference November 5-7 in Huntington Beach, CA.
• CompuGroup Medical will exhibit at the AMP 2018 Annual Meeting & Expo November 1-2 in San Antonio.
• CoverMyMeds will make its RxBenefit Clarity real-time benefit check tool available to Allscripts users.
• CTG, Cumberland Consulting Group, and Dimensional Insight will exhibit at the CHIME Fall CIO Forum October 30-November 2 in San Diego.
• Diameter Health will present at the AMIA 2018 Annual Symposium November 3-7 in San Francisco.

Blog Posts

• Frightful Phone Interactions Scaring Patients Away? Try these tips (Impact Advisors)
• The Opioid Crisis: How to Increase Patient Safety (EClinicalWorks)
• ESignatures is the Word: Three Common ESignature Themes from the 2018 Cerner Health Conference (Access)
• 7 Key steps for outsourcing RCM for VBC (AdvancedMD)
• MEDITECH EVP Helen Waters Elected To CHIME Foundation Board (Meditech)
• How CHI Memorial improved TAVR documentation – and 3 ways you can, too (Advisory Board)
• Technology Hazards and Alarm Management (Bernoulli Health)
• Compliance is a Team Sport (Datica)
• Strengthening Bonds in Cancer Care (Carevive Systems)
• 3 Realities as We Move Toward Value-Based Care (Dimensional Insight)
• Building an Insider Threat Management Program (Divurgent)
• How to Switch to a New EMR with Confidence (DocuTap)

Contacts

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

Morning Headlines 10/30/18

Carrot Inc. Raises $25 Million to Commercialize Pivot, the Company’s Digital Health Solution for Smoking Cessation

Carrot secures $25 million to develop a digital smoking cessation program that will incorporate a breath sensor, app, coaching, and drug therapy.

New mobile assessment saves brain cells during stroke

Mayo Clinic’s Center for Connected Care in Jacksonville, FL launches a telemedicine project that will give physicians access to stroke patients en route to the hospital.

Forget Watson, the Red Hat acquisition may be the thing that saves IBM

Analysts speculate that IBM’s $34 billion acquisition of Red Hat may signal a Watson wind-down and a return to enterprise software and services.

HIStalk Interviews Kurt Garbe, CEO, IMAT Solutions

Kurt Garbe is CEO of IMAT Solutions of Orem, UT.

Tell me about yourself and the company.

IMAT Solutions solves the core data problems of healthcare companies. We focus on how to improve data quality, data currency, the amount of data, and the type of data that companies can look at.

How do you position the company among competitors?

Many companies look at different parts of data — analysis, cleanup, or integration. We take a more comprehensive approach. This is a data platform. What are the requirements for the different types of data you’re trying to bring in, the comprehensive data? How do you look at cleaning up the data that’s coming in? How do you look at the currency? How do you make sure you can quickly access that data in a comprehensive way? We look at all of those components, not just some individual pieces and parts.

How would you assess healthcare in terms of your C3 framework of data that is clean, comprehensive, and current?

Healthcare is still, unfortunately, at the early stage. We know this from talking to our customers. It’s across the board. Different companies have different strengths and focus on different things, but we haven’t found a lot of evidence that people have taken the full picture and made a lot of progress.

Are healthcare organizations making decisions using data that is either bad or incomplete?

Absolutely. The core question is, what data are we even talking about? The data related to healthcare and the health of an individual includes a lot of free-text data, unstructured data from lab reports, notes, and so forth. When we talk to people through surveys and discussions, 80 percent aren’t looking at that data yet. They don’t apply natural language processing to figure out what insights they could get from that data.

It’s the old story about the elephant. We look at data as this big elephant. Some people look at data as just the foot or the trunk. They’re only looking at the pieces and parts. They don’t usually say their data is good — they admit it’s a challenge, something they’re looking at, or the subject of some new initiatives. We don’t find a lot of complacency and satisfaction.

It gets more complicated where a health system has several groups. Each says they have clean data, and they probably do to a great extent, but the data is not coordinated. How they describe their data and how this other group describes their data are not consistent. It’s therefore not particularly useful in having a real impact.

What due diligence is required before accepting a new source of data to understand its semantics rather than just finding matching columns that can be joined to create a bigger database?

I wish we identified some rules of the road out there. This is a major effort and a major problem. Like everyone in data and healthcare, they’re doing the best they can. Often they’re just prioritizing. They are saying, we can’t absorb all the data, but can you give us the following type of data so we can work on that first? Let’s cut the problem into small pieces.

That’s a practical approach that works, but it takes a long time. They are often disappointed with the impact of those efforts. You get the greatest impact when you’re using the largest amount of data to make decisions.

Will artificial intelligence and machine learning help solve the problem?

We’re in an unfortunate race. People talk a lot about AI and machine learning. But with these systems, as much as they’re making great progress in AI and machine learning, the inputs — unstructured and free-form data — are still weak. An AI engine or machine learning algorithm can’t necessarily turn it into something meaningful and useful.

Years ago, everyone was talking about predictive analytics. We have these great models, but the source data isn’t very good. You’re trying to do more analytics and use more of these advanced tools on poor data to get to that answer faster, as opposed to getting a better answer. People still have to spend a lot of effort to to turn unstructured data into something useful and meaningful that a predictive analytics engine, AI algorithm, or machine learning can do something with.

The challenge, and it’s a big one, is that the unstructured data multiplies the amount of data you have by a factor of five or 10. It’s 10 times more than you used to have, so how do you get meaningful results from it in a meaningful time frame? If it takes a week to process through all that data every time you run a report, create a model, or do some analytics, you’re not going to do it often. That’s why we talk about the currency, meaning how quickly you can get insight out of all of this data that you have.

That’s why we talk about the C3. It’s not just the fact that you have comprehensive data. You’ve got all of your data in an unstructured form, and through an NLP process or even manually, you’ve cleaned it up. It’s consistent, it works well. But now, how do you get results out of that in some meaningful time frame, where you can run reports, look at the reports, and say what works, what doesn’t work, or look at these fields instead? You’re now interacting with the data. That’s where this third C of currency comes in. That’s the only way you get high impact from whatever tools you have, whether it is predictive analytics, AI algorithms, or machine learning.

What lessons did you learn from connecting the aggregated datasets of two HIEs together after Hurricane Florence and validating that the result was accurate at a patient level?

The historical approach to interoperability or interconnecting data is to tell Company A, “Here is how we want you to give us output.” That’s historically a huge problem. Company A doesn’t have the time or they don’t see the value of doing that. Our approach is, just give us what you have. We won’t ask you to change your formats, your fields, or anything else. You give us what you have, this other organization does the same, and we’ll re-index that data and provide one comprehensive view.

The major lesson that we’ve learned in integrating new clinics and new hospital groups into these data pools is that we have to lower the bar of what they have to do. We’re not asking them to change their format, because those IT discussions are often where interoperability gets bogged down, where you ask people to change what they do. We don’t do that. Just provide us what you have and we will make it work for you.

How do you see the company and the general areas of data interchange, quality, and interoperability changing in the next five years?

Our aspiration, and the hope that we have for healthcare, is that tools such as AI, machine learning, and predictive analytics can help deliver real results now. We need to raise a bar on the baseline of getting comprehensive data, making it current so it can be analyzed in real time, and making sure it’s clean, consistent, and makes sense.

If we can get to that baseline, those other tools will get you what you want in healthcare — bending the cost curve, improving outcomes. Without that, we’re still in some ways guessing. If we can address the core data issues, those tools, as well as others that we can’t envision today, can help us make decisions on what it actually happening instead of guessing, which is what’s happening now in healthcare.

Do you have any final thoughts?

The topic of improving healthcare through data is not new. It has been envisioned, talked about, and hoped for for 20-plus years, if not longer. What is exciting now is that the technology, the ability to actually get there, has caught up to that vision. We look forward to helping make this vision come true.

Curbside Consult with Dr. Jayne 10/29/18

I happened to be in New York this week during the pipe bomb scare, close enough to the CNN offices to receive an emergency alert on my phone advising me to “shelter in place.” The presenter in the continuing education seminar I was attending must have seen everyone checking their phones even though they were supposed to be silenced, so she stopped the presentation to find out what was drawing everyone’s interest.

People were texting friends and family members to let them know that they were OK or were looking for news on what was happening in the neighboring building. It was clear that with everything going on there wasn’t going to be much learning happening, so the conference organizers wisely instituted an unplanned break.

Although most of us were from out of town, several physicians at the table in front of me were residents of the city who had been in practice there during the World Trade Center attacks in 2001. They began talking about what it was like that day, being put on alert by their hospitals that they should prepare for a mass casualty event. They talked about the preparations to receive hundreds of patients, including possible air transports to hospitals outside the city, as the events began to unfold. They also talked about the horrible experience of waiting for patients who never arrived and how that affected them as clinicians. It was clear that even after so many years, they are still profoundly impacted by the events of that day.

The conversation moved into one around disaster preparedness and what is different for them now compared to what was in place then. As we talked, they were checking in with their hospitals to let them know their location and status should there be an actual bomb detonation. By that point, we were informed that our building was on a modified lockdown procedure, with guests and employees being encouraged not to leave and no one allowed to come in. I assume they would have allowed physicians to leave in the event they were needed emergently, but I’m glad the incident was resolved relatively quick and we never had to find out how the lockdown really worked in the lobby.

There was a side conversation about the fears that clinicians and others that work in hospitals carry with them. People are afraid of how they might react to a disaster or mass casualty situation, whether they would be able to stay the course and care for patients or whether they would want to focus on making sure family and other loved ones are safe. A few mentioned episodes of violence they had experienced in their own hospital workplaces, including assaults on patients and staff and even an active shooter event. Nearly everyone mentioned a higher frequency of drills and discussions of potential dangers, with several in the conversation noting that the ongoing drills and reviews are likely contributing to the anxiety.

The fear of violence has influenced technology purchasing decisions. Hospitals are installing advanced security systems and some require visitors to present identification so they can be credentialed to enter the facility. Visitors are wearing stickers with their names, pictures, and sometimes their destination, such as a room number or office suite. It’s different from back in my Candy Striper days when we looked up the patient’s name on a printout, told the visitor the room number, and pointed them towards the elevators without a second glance. I don’t think there are too many facilities that would leave a lone 13-year-old girl manning the front desk any more.

We talk a lot about EHRs, revenue cycle platforms, clinical and financial analytics, telehealth platforms, and the numerous systems that support our hospitals and practices. Although I’ve seen the booths for security vendors at HIMSS, I’ve not had the chance until recently to reflect on those additional systems that CIOs might be called on to select and support in order to ensure business continuity for the facility. One vendor’s website notes their commitment to using big data to analyze incidents and predict patterns in order to better protect patients and staff. That’s a tall order to consider for those of us who are more used to contemplating PHI breaches than we are to thinking about breaches of the physical perimeter.

Although we have a panic button under the front desk of each of our clinic locations, I’ve been fortunate in not being at work in a situation where the staff had to use it. The staff has activated it on accident and based on the anxiety level while they worked to get it resolved, I can’t imagine what they would feel like in a live-use scenario.

In past clinical positions, I’ve worked at facilities where I had to park my car in a chain link enclosure inside the parking garage. I have staffed emergency departments where metal detectors and armed guards were just part of the daily scenery. We performed “fit for confinement” examinations on prisoners being transported by law enforcement, so on any given shift, there might be a patient handcuffed to the gurney. In those situations the potential risk was visible and fairly obvious and we grew to accept it as part of the job, but we didn’t think much about some of the other dangers that might come our way.

I would be interested to hear from readers on the state of security in their facilities and whether their organizations are using technology to help mitigate threats to patient and staff safety. In the times we live in, there is more to think about then tornadoes, fires, floods, and hurricanes.

What keeps you up at night about safety or potential disasters that might impact your organization? Leave a comment or email me.

Email Dr. Jayne.