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Could Ransomware’s Rise Be Healthcare’s Downfall?

April 4, 2016 News 7 Comments

We look at the evolution of what’s turning out to be the hottest health IT buzzword in 2016 and talk with several cybersecurity experts to gain a technical understanding of the problem.
By
@JennHIStalk

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Ransomware. It’s a word that didn’t make most lists of healthcare IT buzzwords to watch in 2016, yet it has become synonymous with industry headlines in the last several weeks. Its mere mention is now perking up the ears of mainstream journalists and evoking a healthy level of fear from hospital CIOs.

Around 10 hospitals in North America (that we know of) have made news due to ransomware attacks. In February, Hollywood Presbyterian Medical Center (CA) became ransomware’s poster child as it went public with its attack and subsequent decision to pay $17,000 in bitcoin to regain control of its hijacked computer systems. MedStar Health (MD) is nipping at the headline heels of HPMC thanks to a late-March attack similar in nature. While the health system has not formally acknowledged the hack as one of the ransomware variety, media reports indicate that its files have indeed been held captive for $18,500.

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MedStar is still attempting to get back to business as usual with fax machines and paper records. Representatives have been quick to publicly state that care quality — and in most cases, access — have not been compromised, though anonymous hospital employees have indicated otherwise. There’s also the certain mess to clean up once systems are restored and manually recorded information is backloaded and old charges are posted.

As 2016 progresses, hackers and their victims are learning the ransomware ropes. Varieties of attacks are evolving as cybercriminals experiment with new methods of socially engineered phishing campaigns and the levels of extortion their victims will find acceptable. Providers – even smaller physician practices – are reevaluating their IT infrastructure, pointing an especially critical eye at breach protocols already in place and the integrity of their backups.

In addition to these evaluations, the healthcare community is no doubt wondering who will be next and how can these attacks be prevented? Should ransoms be paid? As insidious ransomware spreads, so to do the concerns of providers.

An Evolving Internet Helps Hackers Thrive

As cybersecurity professionals already know, ransomware attacks are nothing new. Late 1980s versions of the business model were spread by floppy disks that locked down files – a highly inefficient method that prevented early attempts at ransomware attacks from becoming widespread. Internet availability helped it creep back in around 2005/2006, and to then take off between 2011 and 2012 as use of the the World Wide Web became more widespread.

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“What really changed the game was the first CryptoLocker malware introduced in 2013, which is what we see almost exclusively now for ransomware,” explains Ryan Olson, intelligence director at Palo Alto Networks. “What’s changed since then is an apparent shift in the minds and methods of cybercriminals. They’ve realized that using bitcoin for payment is very profitable, a method much less likely to get them arrested. It’s certainly a far cry from the days of dealing directly with banks and stealing people’s credentials.”

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Olson also attributes the rise in ransomware attacks to a corresponding explosion in tools aimed at making the exploits of hackers more effective. “We’re tracking about 30 different types of ransomware right now – from CryptoLocker to Cryptowall to TeslaCrypt – and many of them are being provided to hackers as a service,” Olson says. “If you have a criminal actor who can’t write malware, but who wants to get people’s money through this business model, all they have to do is go out and find a service that will do it for them. All they have to do is distribute the malware and collect the money.”

Thanks, MU (Healthcare Becomes an Easy Target)

It’s not hard to understand why hackers have begun targeting healthcare organizations. The transition away from paper records to digital systems has helped hospitals become a hacker’s sweet spot. “In the past, infecting a bunch of health systems wasn’t very lucrative because trying to monetize stolen healthcare records was pretty challenging,” Olson says. “Most of those computers didn’t have financial information on them. But with ransomware, any system that a hospital needs access to can be a source of monetization. I think that’s something that criminals have realized. Hospitals in particular are a relatively soft target because nearly any system inside their network can be monetized since it is necessary to daily operations and contains sensitive information that hackers can encrypt.”

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Patrick Upatham, director of threat intelligence at Digital Guardian, sees hospitals as the latest flavor of the month. “It’s mostly just a numbers game,” he says. “Public services like hospitals ride the double-edged sword of having to publish information about themselves to service their customers, while at the same time providing a map of ingress avenues of attack that can be exploited. The problem stems from when these normal avenues of contact with hospital personnel are leveraged in an attacker’s favor and lead to that one point of weakness that allows them to get their criminal foot in the door.

“This lopsided, or asynchronous, attack model can be easily automated by an attacker to identify and gather contact information for hundreds if not thousands of hospitals,” he adds, “which could then lead to a malicious email sent through an anonymized service. All it would take is one user to click one link, visit one page, or open one document crafted with certain healthcare terminology to infect a machine. Combined with a self-propagating mechanism, a single infection could take its toll on a hospital.”

“Economically speaking,” Upatham adds, “the cost for sending tens of thousands of emails can be recouped 100 times over from a single hospital willing to pay the ransom. Statistically speaking, with the average success rate of a targeted phishing email hovering around 40-50 percent, even at 1 percent, with one hospital out of a 100 falling for it, that can still be good business. These hits are probably just happenstance from the statistical approach of phishing attacks.”

Worming Its Way In

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While security firms are monitoring dozens of types of ransomware, most experts agree that the attacks occur in two main ways – phishing emails, as Upatham alluded to above, and exploit kits. “Phishing emails are typically sent indiscriminately to a lot of different people,” Olson explains. “In some cases, they prompt the recipient to open up a file that’s attached to an email. When opened, the file exploits a vulnerability on their computer to infect the system, or tells them to enable macros in Word. We used to have a lot of trouble with macro malware back in the early 2000s, after which Microsoft turned them all off by default so that people weren’t getting infected any more. In 2014, we started seeing attackers use these again in trying to trick people to enable them. The macro is really simple in that it just downloads the malware and puts it on the victim’s computer.” Olson adds that the themes of phishing emails vary. They can include fake package notification messages, fake order reports, and fake travel reports.

While less common than phishing emails, exploit kits are another common method used in ransomware attacks. “Exploit kits are an attacker code that hackers try to inject into Web pages by compromising the Web servers that are hosting them,” he says. “They exploit code by taking advantage of a vulnerability on a victim’s computer to automatically install malware. We call these ‘drive-by downloads’ because they install the malware so quickly and stealthily.”

The Realities of Successful Prevention

When it comes to preventative measures, healthcare systems can’t rest on their IT laurels. Neither can they settle for the advice of the latest “listicle” and its high-level admonitions to educate, back up, and prepare. Enterprise healthcare IT environments are far more nuanced than a 10-bullet-point list and it seems that no amount of investment will successfully overcome human nature’s inclination to click.

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“It’s all great advice, but some of it is totally impractical,” says David Finn, health information technology officer at Symantec and recently appointed member of the new HHS Cyber Security Task Force. “Healthcare isn’t going to stop using email. You can’t tell physicians and nurses they can’t get on the Web. There are a couple of steps you have to take. The first thing is look at the battle today – the good guys versus the bad guys. The battleground is really the end point again, so you have to start there with good security on all your end points. It has to be installed, updated, and patched regularly, which is where a lot of organizations fall down.”

“The second step,” Finn continues, “which is almost as important as the first, is user education. Computers don’t click on dangerous links and tablets don’t open emails they’re not supposed to – people do. In Hollywood Presbyterian’s case, for example, every employee at that organization received an email with what appeared to be a legitimate invoice. It’s really hard for people, when they think they’re getting a bill for something, to not open it even though they may not have bought anything.”

Upatham likens the need for user education to good hygiene: “Educating users about possible attack attempts and making sure they practice good online hygiene should go hand in hand with hospital hygiene. If any place of employment should understand the implications of introducing viruses to a healthy system through dangerous means, it should be in a hospital. The same stress and education should be extended to online access.”

Once good online hygiene and end-point security are addressed, providers still must deal with a laundry list of other less sexy but just as important preventative measures. “You do have to have content scanning and filtering under your email systems and on your Internet gateways,” Finn adds. “Attackers frequently use old vulnerabilities to use filter command and control structures to send data out, so you have to have all your servers and all your storage patched and current with your operating systems, and all the utilities that should be on those devices.”

“Then of course you need to have some kind of advanced threat protection looking at intrusion prevention or intrusion detection, because a lot of times malware comes in and lives on your network for extended periods – months and months, even up to a year, while it’s mapping data and networks. It’s probably doing a better job than most of our organizations actually do when it comes to that. You pretty much have to be on the lookout for anomalous activity all the time. And that brings us back to end-point security again so that the worm isn’t working through and propagating itself across the whole network.”

“Last but certainly not least,” says Finn, “and this is the one everyone hollers about, is the need to deploy and maintain a comprehensive backup solution. That includes having protection and anti-malware on the storage itself. If you’re relying on the backup groups, and the backup PC gets infected, you’re shooting yourself in the foot because this new malware is pretty sophisticated. It will look for those backups, find where those backups are going, and then it will encrypt them, too. You need to look at the storage and the storage needs to be completely offline from the typical point of entry for these malware devices.”

Olson believes that the biggest preventative challenge healthcare organizations are running into involves shared storage systems. “When a system gets infected and it’s attached to a shared storage system – a network drive of some kind that’s configured so that any user can write files to it – in those cases, the malware will actually go in and find that network storage drive where everybody is sharing all of their files and encrypt all of them. That’s where the biggest impact occurs. At that point, you’ve gone from a single system that was impacted to suddenly all of the systems that rely on that shared data. Now none of them can access the data, and you have a much bigger problem than you had before. Limiting access to those shared drives is another component of protection against ransomware.”

Ransomware Requires Rethinking Strategy and Budgets

The MedStar attack – the fourth such healthcare breach to occur in just a few weeks – should serve as a wakeup call to healthcare executives across the country, according to Upatham. “Hackers are after the healthcare industry now more than ever,” he notes. “Now that they’ve easily cracked a handful of hospital firms, and many have paid the ransom fees, hackers will continue to attack for additional monetary gain.”

Finn concurs that the time is now for the healthcare C-suite to wake up: “Everyone needs to be rethinking their strategy, and not just around ransomware. We complain about the pace of change in healthcare, but the bad guys are moving way faster than us. They don’t have the constraints of regulations, taxes, and budgets. It’s easier for them to get ahead of us than it is for us to get ahead of them. If there’s one lesson we can take away from all this, and not to kick someone when they’re down, but if you look at Hollywood Presbyterian, they didn’t pay that ransom to get access to computers or to get data back, though that was ostensibly what was happening. They paid the ransom because they couldn’t take care of sick people. That’s a business issue. That’s not an IT issue. Until the CEOs, CFOs, CNOs, and CMOs recognize that this is really a threat to their business and ability to care for patients, I don’t think IT will get the support it needs in terms of staff, budget, tools, and training.”

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In terms of budget priorities, Sensato CEO John Gomez suggests making two immediate purchasing decisions. “Invest in the latest backup software available,” he says, “and, beyond that, get someone to do a backup and recovery assessment. Make sure it is holistic and frequent, and make sure you test your ability to recover. If you can’t back up, you will pay your attackers. The second investment is in user education. Every independent software vendor, independent hardware vendor, provider, and payer should be informing their users about what to look for, and that should come from the CEO. Users need to understand that being aware is critical to avoiding attacks.”

Preparing for What Comes Next

As Finn previously mentioned, cybercriminals are always one step ahead of the game, unencumbered by the constraints of law-abiding organizations. Thus, it’s nearly 100-percent guaranteed that ransomware attacks will continue to evolve in an attempt to develop an immunity to healthcare’s defenses.

“I wish I could say that all providers have to do is back up, test, and educate,” says Gomez, “but ransomware is evolving. Last week, the FBI issued a warning about a new strain of ransomware that doesn’t use phishing attacks as the attack vector. Although back up, test, and educate is a short-term fix, the reality is that you either decide cybersecurity is a top three priority for your organization and take aggressive steps to lock things down, or you’re pretty much rolling the dice.”

“The last thing to keep in mind,” he says, “is that ransomware is just the attack du jour. It’s not like attackers will say, ‘Ok, we’ve messed with healthcare enough, now let’s go mess with finance for a while.’ Attacks will evolve and a whack-a-mole approach to cybersecurity is not going to work. You need a holistic, long-term, and aggressive strategy.”

Olson sees the evolving Internet of Things as the perfect conduit to a corresponding evolution of the ransomware business model. “If an attacker is able to compromise some sort of device, even though it’s not a traditional computer, one of the monetization mechanisms they might have for that is to hold it for ransom. That’s something we really haven’t seen before, but I fully expect to see it in the future as these devices come online and attackers start to search for new systems they can infect, take over, and turn into a profit. It would not surprise me if we saw ransomware attacks against medical devices. I hope that’s not the direction that attackers go, simply because they’re preying on the most vulnerable people.”

“We know that medical devices have fallen victim to ransomware,” Gomez confirms. “As best we can tell, the devices were not the target of the attack, but rather fell victim to a form of ransomware that attacks much like a virus, for lack of a better term. The virus spreads and just does its thing across the network. As scary as that is, the bigger issue we will no doubt soon face is the purposeful attack of a medical device. I started the Medical Device Cybersecurity Task Force, an open-source nonprofit, to specifically address the challenges faced by the industry in securing medical devices. We are currently working on compiling 25 short-term steps that a healthcare organization should consider to secure their devices. We are also conducting research in our labs and running several pilots with three different healthcare organizations.”

Best Practices Can Only Come From Learning Experiences

Healthcare, unfortunately, will likely have to suffer through several dozen or more ransomware attacks before providers can definitively say what worked and what didn’t in terms of prevention and remediation. Finn is hopeful that the nascent HHS Cyber Security Task Force will help the healthcare community share recommendations that will ultimately influence federal legislation.

“You know that in healthcare, we’re not only siloed within the four walls of the hospital, but across the industry,” he says. “In terms of new care models and new security models, that is going to have to change. It’s going to take all of us. Whether we’re providers, vendors, or business associates, we’re all going to have to come together and decide what the addressable items need to be. We’re going to have to have some way of knowing what everyone else is doing to prevent their organizations from becoming the next victim. If there’s one thing we do know, it’s that everyone trying to solve security issues by themselves doesn’t work. We’ve all got to come together and drive a consistent message across this industry.”

Morning Headlines 4/4/16

April 3, 2016 Headlines Comments Off on Morning Headlines 4/4/16

Ransomware and Recent Variants

The US Department of Homeland Security issues a ransomware alert focused on the recent increase in healthcare-focused attacks. Alvarado Hospital Medical Center (CA) and Knings Daughters Health (IN) are both hit with new ransomware attacks.

Fitch Affirms Baptist Health Care’s Rev Bonds at ‘A-‘; Outlook Stable

Fitch affirms the A- bond rating of Baptist Health Care Corporation (FL) but notes that EHR-related training costs will impact profits.

e-MDs Finalizes Acquisition of Software Technology Assets from McKesson

e-MDs completes its acquisition of McKesson ambulatory products Practice Choice, Medisoft, Medisoft Clinical, Lytec, Lytec MD, and Practice Partner.

Trades executed – or killed – by final medical opinion

A Cincinnati paper discusses the medical review process involved in baseball contracts, highlighting the MLB-wide EHR that went live in 2010 and houses medical information on every player from every team in one centralized, online database.

Comments Off on Morning Headlines 4/4/16

Monday Morning Update 4/4/16

April 3, 2016 News 5 Comments

Top News

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The San Diego newspaper reports that Alvarado Hospital Medical Center (CA) has been hit by an unspecified “malware disruption.” The hospital declines to say whether it was ransomware, but states that it has not paid a ransom. The FBI is investigating. The hospital is owned by Prime Healthcare Services, which had two other of its hospitals recently disrupted by ransomware.

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Meanwhile, Kings Daughters Health (IN) is hit by ransomware, with some systems remaining down since Wednesday morning. A hospital user opened an email attachment infected with the Locky malware.

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The US Department of Homeland Security’s US-CERT, in collaboration with the Canadian Cyber Incident Response Centre, issues a ransomware alert that specifically calls out hospitals. It recommends that individuals and organizations:

  • Perform and test backups and store them offline.
  • Use application whitelisting that allows only specified programs to run.
  • Apply patches and antivirus updates.
  • Restrict user install and run privileges.
  • Block suspicious attachments and avoid enabling macros from all email attachments.
  • Don’t click unsolicited Web links.

Reader Comments

From Jack: “Re: MedStar Health. Has a major portion of their infrastructure and server management outsourced to Dell, which manages them with offshore IT people. I find myself wondering if Dell is at risk here, and if so, are there others who are vulnerable to ransomware attacks.” Unverified.

From Kermit: “Re: whales. Sure, they get personal health records. Just not us.” Researchers propose creating electronic records for the 84 endangered whales that live in Puget Sound from spring to fall, explaining, “The goal is to really start getting a lot of data and pull them together in a way that permits easier analysis. Ultimately, the real benefit of any health record is to help make management decisions.”

From Boy Blunder: “Re: Epic 2015. I was on the call when an Epic support executive asked us to delay, with similar talking points to what was stated on HIStalk. He tried to minimize things, saying they’ve found fewer problems for each project released in 2015 and that waiting for a couple of fix packages would be better. That doesn’t square with the situation since we were discouraged from pursuing 2015 when it was released and have been warned on various pieces of broken functionality for months. An experienced TS’er  said her colleagues testing these packages are worried about unrealistic timelines and the likelihood of newly created problems. She also expressed a lot of skepticism about the message we’d been getting from Epic’s leadership about things being on the right track given how long 2015 has been on the market, and encouraged us to consider delaying a bit further. It concerns me greatly that I’m getting a more realistic view of what’s happening from people that aren’t leading Epic than from those that are.” Unverified.

From Just HIT On: “Re: healthcare IT. I’m an undergrad in an unrelated major and just accepted a job with a big health IT vendor’s corporate development arm. I asked an associate there what I should read as a helpful daily news source and he suggested HIStalk. Do you recommend books or starter material so I can get my feet wet before starting?” I haven’t seen any books that would be a timely overview of the entire health IT industry. I would probably suggest reading all HIStalk posts going back six months or so – headlines, news posts, interviews, Dr. Jayne, our posts from the HIMSS conference, etc. Make notes about concepts that are unclear – say, clinical decision support or patient identifiers – and then search to find previous HIStalk posts on those topics. That will give you an immersion into what’s going on right now with some context and often a link to an article that I found acceptably authoritative. I’ll offer readers the chance to weigh in as well.

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From Lantana: “Re: Epic. I’d to offer a shout-out to the Open.Epic team and give them credit for their openness (pun intended) in responding to another vendor’s very detailed requests related to how they integrate, in this case related to pushing CCDs. Unlike so many other vendors, they’re willing to invest time, answer progressively more detailed questions, and, it seems, always do so with a smile. This was all done simply through the website, with no clients involved and no clients even named. Simply open information sharing. So many other vendors, though not all, approach integration grudgingly and usually would only engage with another vendor if required or paid by their client. I’m grateful Epic has taken a different tack.” Verified, as this report came from a non-anonymous vendor executive.


HIStalk Announcements and Requests

Thanks to the following sponsors, new and renewing, that recently supported HIStalk, HIStalk Practice, and HIStalk Connect. Click a logo for more information.

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Fifty-nine percent of non-profit employees admire and respect their organization’s highest-ranking executive, while in the for-profit world, it’s a 71 percent approval rating. That might be surprising to folks who assume that non-profit leaders earn more respect. New poll to your right or here: who would you trust most to protect your personal health data?

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Ms. Lacey says her Texas elementary school class is using the two tablets we provided in funding her DonorsChoose request for before-school skills practice, in activity stations, and in after-school tutorials, with students asking her even before she arrives in the classroom if they can use them.

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Also checking in is Ms. Alley of Virginia, whose elementary school class received an iPad Mini and accessories via our donation. Students are required to spend 20 minutes with the Imagine Learning program and previously could rarely get time with the school’s few iPads. They are also using it to practice math skills and she is using  an app called Class Dojo to communicate with parents. She concludes, “The iPad mini has become an integral part of our classroom. I can’t imagine the days before we had it. Thank you so much for your generosity. You have truly made a huge difference to our classroom and our lives.”


Last Week’s Most Interesting News

  • MedStar Health becomes the latest health system to have its systems taken down by ransomware.
  • Orion Health lays off 10 percent of its US workforce.
  • Southcoast Hospital (MA) will lay off 95 employees after a Q1 loss of $10 million that it blames on Epic project cost overruns.
  • Dell announces that it will sell its IT services business, the former Perot Systems, to Japan’s NTT Data for $3.05 billion, 20 percent less than it paid for the business in 2009.
  • Mandatory electronic prescribing takes effect statewide in New York.

Webinars

April 8 (Friday) 1:00 ET. “Ransomware in Healthcare: Tactics, Techniques, and Response.” Sponsored by HIStalk. Presenter: John Gomez, CEO, Sensato. Ransomware continues to be an effective attack against healthcare infrastructure, with the clear ability to disrupt operations and impact patient care. This webinar will provide an inside look at how attackers use ransomware; why it so effective; and recommendations for mitigation.

Here’s the recording of Vince and Frank doing “rise of the small-first-letter vendors.”

Contact Lorre for webinar services. Past webinars are on our HIStalk webinars YouTube channel.


Acquisitions, Funding, Business, and Stock

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E-MDs closes its acquisition of McKesson’s ambulatory PM/EHR products.

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Valence Health lays off 75 employees, half of them in Chicago. Nathan Gunn, MD, president of the company’s population health and risk services, has left for unspecified reasons.


Other

The bond ratings agency of Baptist Health Care Corporation (FL) affirms its A- rating, but notes that profits will be hit by EHR training costs. Its Allscripts project will require $40 million in capital over the next five years for a March 2017 go-live, with Allscripts providing a $22 million, 10-year, interest-free loan.

The Cincinnati newspaper notes that Major League Baseball’s EHR allows players or their doctors to send their electronic health information to wherever they like, allowing a team’s physician to review a player’s medical history before recommending that the team acquire him. A snippet:

But in 2010, MLB introduced its Electronic Medical Records system, housing medical information on every player on every team in one centralized, online location. When a trade is being discussed, one team doctor can give another an electric key to access the records of a specific player. (Players are also given this key to distribute to whomever they wish once they reach free agency.) Access to such records usually shuts off after 24 hours, underlining how streamlined MLB has made a process that used to take at least several days. “We could do it the same day now,” Kremchek said. “The girls who work in my office can pull it up on a computer, and I can do it in the matter of 10 minutes.”

Those records are also dizzyingly complete. All available medical information on every player at every level of every organization is included, and go far beyond the scans taken when players first report to spring training each February. If a player sought treatment for any issue at any point in the season – even if he was issued two ibuprofen for a headache – that information is included. That’s a stark contrast from years ago, when a team didn’t know much about its own players, much less anyone else’s. “Twenty years ago when we started doing this, we had our own minor-league players showing up who had surgeries,” Kremchek said. “We never knew who had what, and they’d show up and have bandages on.”

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Boston Children’s Hospital will roll out an Amazon Echo voice-powered system in the next few weeks that will “embed Children’s Hospital know-how” in the device.

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Hospitals in Croatia entertain pediatric patients by having clown-physicians put on shows via Skype every Thursday at 5:00 p.m.

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The Boston newspaper discovers that the Massachusetts Department of Health cited Brigham and Women’s Hospital (MA) last year for breaking its own policies in caring for a Middle Eastern prince who brought his personal chef and a seven-person entourage along with him for a seven-month stay in two penthouse suites. In a good example of VIP Syndrome, the patient had a drug-resistant infection but hospital management ordered employees not to wear mandatory protective gowns because the prince found them “offensive.” The hospital allowed him to leave for overnight hospital stays and allowed members of his entourage to administer his medications and clean his IV site. Employees were also alarmed by the large number of narcotics ordered for him and delivered to his penthouse.

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Epic’s April Fool’s home page makeover was even wittier than usual, featuring clever humor from obviously well-read recent liberal arts grads. A faux news item involving a rebranding of the company’s Cogito ergo sum reporting system to its French translation of Je Pense Donc Je Suis explained with the drollest of humor, “Most customers simply found it too challenging to pronounce correctly a phrase from an irrelevant lingua mortua – ergo the name change …There was a certain a priori knowledge of Latin that was, ipso facto, just not present for most people.” An article citing an HIStalk interview with Athenahealth’s Jonathan Bush claims he’s been using MyChart while thinking it’s his own company’s portal, commending its “chill vibe” and adding, “I pulled my phone out after my duet with Erykah Badu at SXSW because I remembered I needed to schedule some vaccinations. Tom Hardy and I are running an ultramarathon in Madagascar next month. Anyway, I had them scheduled in under a minute. See, this kind of positively disruptive patient empowerment is exactly what Athenahealth is about.”

Another pretty good April Fool’s thing is Twine Health’s “Introducing Snapchart,” the EHR that immediately destroys the information you enter (if you’re over 30, Snapchat text messages self-destruct once read). It would have been nearly perfect had they wired CEO John Moore, MD, PhD with a lapel mike or used a directional one for better audio. Watch for cameos by John Halamka and ZDoggMD.


Sponsor Updates

  • TeleTracking will exhibit at the AORN Surgical Conference & Expo 2016 April 3-5 in Anaheim, CA.
  • Zynx Health announces call for nominations for the 2016 Clinical Improvement Through Evidence Award.

Blog Posts


Contacts

Mr. H, Lorre, Jennifer, Dr. Jayne, Lt. Dan.
More news: HIStalk Practice, HIStalk Connect.
Get HIStalk updates.
Send news or rumors.
Contact us.

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Morning Headlines 4/1/16

April 1, 2016 News Comments Off on Morning Headlines 4/1/16

Hackers offering bulk discount to unlock encrypted MedStar data

MedStar confirms that the cyberattack responsible for bringing down its network was the result of a ransomware attack in which hackers are demanding $1,250 per computer or $18,500 for all computers to restore access to files. The FBI continues to investigate, meanwhile hackers have given the hospital 10 days to pay before encrypted data will be permanently destroyed.

Southcoast Health cutting dozens of jobs on heels of expensive IT upgrade

Southcoast Health (MA) lays of 95 employees as part of cost saving measures put in place after the health system went over budget on their $100 million Epic install.

May 2016 FHIR Release

FHIR publishes release notes for its newest version.

CareFusion Pyxis SupplyStation System Vulnerabilities

The Department of Homeland Security finds security vulnerabilities in versions of CareFusion’s Pyxis SupplyStation, most attributed to outdated third-party software.

Comments Off on Morning Headlines 4/1/16

News 4/1/16

March 31, 2016 News 10 Comments

Top News

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Insiders and the FBI confirm that ransomware is behind the MedStar Health total downtime that continues after several days. The 10-hospital system says it has regained read-only access to its clinical systems and hopes to restore them completely. The hackers are demanding $1,250 per PC to remove the encryption they installed or $18,500 to restore access to all of them. The hacker’s message says the information will be permanently destroyed after 10 days.

MedStar says it has been able to treat patients in all but a few cases, although doctors there report that faxes are flying back and forth as they try to re-create patient records manually. The Washington Post contacted nine MedStar ED departments and four of them indicated that their systems were still offline as of Wednesday evening.

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Sources indicate that the ransomware involved is SamSam or Maktub, which are the subject of a March 25 urgent alert from the FBI. They appear to specifically target hospitals. The malware probes the network looking for unpatched enterprise servers and requires no communication with external systems once installed, so unlike most forms of malware, it does not use phishing attacks. SamSam allows communication between the hackers and their victims, allowing them to negotiate payment terms. Hackers appear to be experimenting with the value of their services, pricing initial attacks low but escalating to see how much victims are willing to pay to restore their data.

An apparent network entry point is JexBoss, a testing tool for JBoss application servers.

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As of Thursday afternoon, MyMedStar.org is down despite status updates whose links refer to it.

Note that if your backups are attached to the network, ransomware is often smart enough to find and delete them. Also, an astonishing percentage of organizations perform backups without actually testing whether they can be restored. Any time you see hospitals down for days you can assume their backups weren’t easily restorable. There’s also the issue of how to re-image encrypted PCs that could number in the hundreds or thousands, so recovering from a ransomware attack isn’t easy even when good backups are available.


Reader Comments

From Annoyed: “Re: vendor spam. Someone must have sold my hospital email address because all I’m doing lately is unsubscribing from mass vendor solicitations. I opened one email just to click the unsubscribe link – the vendor emailed me saying they noticed I opened their email and wanting to schedule a call. Do vendors really think this aggressive tactic will make me consider their product?” Send me the email you’re referring to and I’ll run it here for everyone to see. Perhaps that will elicit a company explanation.

From Salty Dog: “Re: 3M 360 CAC encoder. It has a memory leak that is causing issues with implementations via Citrix. They are aware of the issue and have yet to produce a fix. This has to be impacting multiple users across the US. We need this fixed now … it is impacting revenue.” Unverified.

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From Epic QA: “Re: Epic’s arbitration clause. Employment contracts have been updated to require arbitration rather than litigation for concerns about wages and hours. The company will apparently cover all fees except for the initial filing fee of the employee initiating arbitration. It’s an opt-out change – if you haven’t quit by April 12, you have agreed to the changes by default. This is apparently the last group of employees to be affected and is in response to a previous class action lawsuit about whether QA is entitled to overtime pay.”


HIStalk Announcements and Requests

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Mrs. Sowers from Oklahoma says her elementary school class is using the STEM projects boxes we provided in funding her DonorsChoose grant request, providing new activities for her literacy station and science time.

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Also checking in is Ms. Mohlman from Florida, who reports, “Thanks to your donations, the students have found their love of reading and math again. My boys love the completing the center that deals with cars and helicopters. Most of my girls enjoy the ‘Read All About It’ center. They love doing Reader’s Theater to each other during our small group time. They’re favorite educational game in the pack was Bingo. They love trying to get blackout, where they have to have their card all covered. It really helps practice their basic math and reading skills.”

This week on HIStalk Practice: CVS Health awards $1.5 million in grants to community health centers and free clinics. Office-based physicians outperform Teladoc MDs when it comes to appropriate prescribing practices. National Association of ACOs urges CMS to incorporate regional cost data into MSSP ACO benchmarking. Vice and Vanilla Ice inspire inaugural HIStalk Practice Headline of the Day awards. Dr. Gregg pontificates upon settled dust and workflow friendliness post-HIMSS16. Healthcare community celebrates National Doctors Day. Illinois Cancer Specialists relies on quality and cost data for new oncology medical home pilot. Dominic Mack, MD outlines his plans for the Morehouse School of Medicine’s National Center for Primary Care.


Webinars

April 1 (Friday) 1:00 ET. “rise of the small-first-letter vendors … and the race to integrate HIS & MD systems.” Sponsored by HIStalk. Presenters: Frank L. Poggio, president and CEO, The Kelzon Group; Vince Ciotti, principal, HIS Professionals. Vince and Frank are back with their brutally honest (and often humorous) opinions about the rise of the small-first-letter vendors. Athenahealth and eClinicalWorks are following a growing trend toward real integration between hospital and physician systems, but this is not a new phenomenon. What have we learned from these same efforts over the last 30 years? What are the implications for hospital and ambulatory clients? What can clients expect based on past experience?

April 8 (Friday) 1:00 ET. “Ransomware in Healthcare: Tactics, Techniques, and Response.” Sponsored by HIStalk. Presenter: John Gomez, CEO, Sensato. Ransomware continues to be an effective attack against healthcare infrastructure, with the clear ability to disrupt operations and impact patient care. This webinar will provide an inside look at how attackers use ransomware; why it so effective; and recommendations for mitigation.

Contact Lorre for webinar services. Past webinars are on our HIStalk webinars YouTube channel.


Acquisitions, Funding, Business, and Stock

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New Zealand-based Orion Health will lay off 36 of its US-based employees, around 10 percent of its US workforce, in a cost-cutting effort. The company says implementations and upgrades take less time than before and thus require fewer FTEs. CEO Ian McCrae also says having employees spread throughout the US, including some who work from home, hasn’t been successful. The company will centralize its US workforce in Phoenix, AZ while maintaining small branch offices in Boston, Nashville, and Santa Monica.


Sales

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Onslow Memorial Hospital (NC) chooses PatientSafe Solutions for clinical communications and workflow.

PinnacleHealth (PA) chooses Strata Decision’s StrataJazz for financial analytics and performance.

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University Hospitals (OH) will expand its use of Allscripts Sunrise Clinical Manager and will install it in five recently acquired hospitals, also increasing its rollout of Allscripts dbMotion.

In England, Salford Royal NHS Foundation Trust chooses Allscripts CareInMotion population health management system.


People

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The SSI Group names Eric Nilsson (NexTech) as CTO.


Announcements and Implementations

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The FHIR team announces changes and new features that will be included in the May release.

HCS announces its readiness for the April 1 CMS LTCH CARE Data Set Version 3.00 for long-term acute care hospitals.


Privacy and Security

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Department of Homeland Security’s ICS-CERT finds hundreds of remotely exploitable security vulnerabilities in end-of-life versions of CareFusion’s Pyxis SupplyStation, most of them attributable to outdated third-party software such as Windows XP, SQL Anywhere 9, and pcAnywhere 10.5. CareFusion urges customers to upgrade from its old versions, with specific recommendations to:

  • Isolate the products from the Internet.
  • Use a VPN when remote access is required.
  • Monitor network traffic.
  • Close unused device ports.
  • Make sure the devices are behind firewalls and isolated from the business network.
  • Update Microsoft patches.
  • Require strong, expiring passwords and enable password history tracking.

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Apple admits that despite its promise not to collect user data from ResearchKit for its own purposes, it has starting doing so. Apple will collect and store de-identified information from some studies, which it explains as, “For certain ResearchKit studies, Apple will be listed as a researcher, receiving data from participants who consent to share their data, so we can participate with the larger research community in exploring how our technology could improve the way people manage their health.” Two apps, including Mole Mapper from OHSU, have amended their terms to list Apple as a secondary researcher.


Innovation and Research

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In the UK, University of East Anglia launches a four-year study of provider data to identify factors affecting how long people live, including medical treatments, conditions, and lifestyle choices. The researchers will focus on the effect on lifespan of specific chronic disease treatments.

Researchers that include Harvard’s Ken Mandl, MD, MPH and Zak Kohane, MD, PhD of the SMART Platform develop SMART PCM, a prototype precision medicine app created by Vanderbilt University that connects to any SMART- or FHIR-enabled EHR to compare a patient’s gene mutations to those of a comparable population.


Other

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Southcoast Health (MA) will lay off 95 employees, 1.3 percent of its workforce, after reporting a $10 million Q1 loss that it blames on unbudgeted expenses in its $100 million Epic implementation. The hospital says the unplanned costs have continued into the current quarter, with the president and CEO adding, “These financial challenges are attributable to higher-than-budgeted operating expenses, largely a result of our Epic implementation.”

An analysis of clinical decision support systems at Brigham and Women’s Hospital (MA) finds that CDS malfunctions are common and are often undetected. Examples include a drug setup changes that caused alerts to stop firing; a rule editing mistake that caused a lead screening alert to stop working; an EHR upgrade that triggered numerous inappropriate alerts; and a change to a vendor’s drug file that caused the system to recommend antiplatelet drugs for patients already on them. The authors surveyed CMIOs and found that 93 percent worked for a hospital that experienced at least one CDS malfunction, with two-thirds of them reporting problems at least once per year.

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I visited Epic’s site to see if they’ve planted any hints about their always-witty April 1 fake news items. They haven’t, but I noticed that they have made major site changes with a lot of casual stories, photos, a “Art at Epic” series that explains some of the campus artwork, and even recipes from the campus culinary team. Some of their folks may be too busy for April Fool’s pranks given that NYC Health + Hospitals will be going live early Saturday morning.


Sponsor Updates

  • PDR will exhibit at Computer Rx April 1-2 in Oklahoma City, OK.
  • LifeImage will exhibit at SBI 2016 April 7-9 in Austin, TX.
  • A Spok case study finds that Presbyterian Healthcare Services reduced nurse response time to under three minutes and reduced communication-related complaints by 75 percent by using Spok Messenger for clinical alerting.
  • Clockwise.MD will exhibiting at the UCAOA Spring Convention in Kissimmee, FL April 17-19.
  • MedData will host a job fair April 7 in Grand Rapids, MI.
  • NVoq will exhibit at ACC 2016 April 2-4 in Chicago.
  • Obix Perinatal Data System will exhibit at the Annual Iowa Conference on Perinatal Medicine April 5-6 in Des Moines.
  • CloudWave joins the CHIME Cooperative Member Services Program.

Blog Posts


Contacts

Mr. H, Lorre, Jennifer, Dr. Jayne, Lt. Dan.
More news: HIStalk Practice, HIStalk Connect.
Get HIStalk updates.
Send news or rumors.
Contact us.

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EPtalk by Dr. Jayne 3/31/16

March 31, 2016 Dr. Jayne Comments Off on EPtalk by Dr. Jayne 3/31/16

The Journal of Family Practice published an original research article this month looking at notes written by medical scribes. Since we have scribes in our practice, this was of definite interest.

The authors used the Physician Documentation Quality Instrument (PDQI-9) to look at the quality of notes written by 18 primary care physicians prior to scribe use as well as after the introduction of scribes. The study controlled for type of visit (diabetes visits and same-day appointments) and allowed a period of adaptation (three to six months) after the introduction of scribes and looked at just over 100 notes for each period.

Although it makes for a relatively small sample size, the authors found that scribed notes were “more up-to-date, thorough, useful, and comprehensible” among the diabetes visits. Interestingly, they did not find a difference in quality on the problem-focused same-day appointments. The notes were found to be similar in total word count.

The scribes used in the review were medical assistants acting as scribes rather than an independent scribe. Care teams trained for the new model by having the physician and scribes attend two training sessions (two hours each) and a half day of observation and evaluation in the clinic.

I have to admit, I wasn’t familiar with the PDQI-9 instrument. The authors admit that while it is a validated tool, “it relies on subjective ratings of note quality by the reviewer.” They attempted to control for this by having two reviewers (an internal medicine resident and an experienced internal medicine physician) independently rate the notes and then discuss. Once they found that there was >70 percent agreement on the reliability of the ratings (about 20 notes), the resident was deemed “reliable” and allowed to evaluate a random sample of notes to form the basis of the review.

The authors noted concerns about over-documentation when using EHR-based templates. Interestingly, they also noted that “both physician and scribed notes were rated to be of average to low quality because none of the mean scores on the nine individual components of the PDQI-9 reached 4.0.” That would lead the reader to believe that there is opportunity for improvement in documentation across the board, whether scribed or not. Considering that the push over the last 20 years has been “documentation for payment” rather than “documentation for clinical value,” I’m not surprised.

They also noted some potential drawbacks to scribe use, such as lack of EHR innovation since physicians are shielded from poor EHR usability by scribes. I’m not sure that I agree with that assertion. We use scribes in our practice and have documented data on how they impact physician productivity. We also know exactly how excessive clicking in the EHR hinders scribes and we haven’t stopped pressing our EHR vendor just because we use scribes.

In my experience, physicians in a private practice model or even in an employed model where they are responsible for covering their own overhead are sensitive to the scribe’s productivity and will continue to push the vendor for improved application performance.

The authors also note that “incorporating scribing into a practice may also improve the physician experience, a possible benefit that we did not measure.” Although we do have scribes in our practice, individual physicians aren’t always guaranteed to have one. Our scribes are deployed to the locations seeing the highest volumes at any given time. They might work at two or three locations in a given day, following the ebb and flow of patients across the city.

Our scribes definitely improve physician satisfaction, so when we’re lucky enough to get one, we try to hold onto them. As the practice has grown, this has led to a need to have centralized management of the scribes, where a team leader looks at the bed boards across the sites, looks at the patient mix, and makes adjustments as needed rather than waiting for physicians to request or release a scribe.

The publication also notes that although all providers used the same EHR, there may be variations in individual provider templates. Our practices has a single set of templates across the organization, so we don’t see that issue. Having a single set seems to help the scribes be more interchangeable given our staffing model. Sure, we have our favorites, but the preferences are likely more about personality rather than speed or accuracy.

I know that when I have a scribe, generally the entire note is done when I walk out of the patient room unless labs or diagnostic imaging is involved. In those cases, the scribe returns to the patient room with me to discuss the results and plan of care.

Even during the most intimate of exams, I’ve not had patients resist the idea of a scribe, especially when the scribe can also serve as chaperone or assist with a procedure to help it go more quickly. That’s definitely an advantage of having dual-trained scribes who can perform other clinical duties. Patients seem appreciative that I’m focusing on them and their needs and am not distracted by the computer.

I may not be the best indicator of that, however, because even when I don’t have a scribe, my ability to focus on the patient is probably better than that of the average physician. Thanks, Mom, for making me to learn to touch type. It’s not only a great skill for patient care, but also allows me to multitask during meetings and make it look like I’m attentively taking notes.

In doing the modeling for primary care physicians, we sometimes find that physicians can “afford” to have a scribe by deploying their existing staff in a more efficient manner. Sometimes that means redistributing work and sometimes it means moving people to different job roles, both of which can be challenging for practices from an interpersonal and political standpoint. As I tell my clients, though, I’m happy to be their bad guy and help them make the change. I’ve even worked with a couple of larger groups to put together a scribe training program and help them get current staff transitioned.

I really like the training model that our practice has – all scribes are personally trained by the physician owner and are only allowed to graduate to other sites with his approval. It ensures consistent quality, but is not likely reproducible in other practice settings. We also use a variety of types of clinical assistants as scribes – medical assistants, paramedics, EMTs, and premedical students. Having this real-world experience has helped me assist my clients in thinking outside the box.

The authors conclude that as use of scribes increase, more research is needed. I definitely agree and look forward to seeing how we work with scribes in the next five years.

What do you think of scribes? Email me.

Email Dr. Jayne.

Comments Off on EPtalk by Dr. Jayne 3/31/16

Morning Headlines 3/31/16

March 30, 2016 Headlines Comments Off on Morning Headlines 3/31/16

MedStar Health Update Regarding Computer Downtime

MedStar restores access to its major clinical systems 48 hours after a malware attack crippled the systems network.

It’s game over for the robot intended to replace anesthesiologists

Johnson & Johnson announces that it is pulling the plug on its anesthesiology robot Sedasys because of poor sales.

Analysis of clinical decision support system malfunctions: a case series and survey

A study published in JAMIA analyzing clinical decision support malfunctions at Brigham and Women’s Hospital concludes that malfunctions occur frequently and often go undetected. 93 percent of surveyed CMIO’s reported having experienced a CDS malfunction.

Details of Anthem’s massive cyberattack remain in the dark a year later

A year after a cyberattack that left the medical information of 78 million people exposed, the FBI is still investigating the attack and little new information has come to the surface.

Comments Off on Morning Headlines 3/31/16

CIO Unplugged 3/30/16

March 30, 2016 Ed Marx 8 Comments

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

The Invisible People

All of us have a handful of individuals that did something truly spectacular for us. A mentor who provided invaluable guidance in your career. An Aunt who sent you cash at the precise moment you found yourself short. A coach who helped you find your pace. Parents who sacrificed their education so they could fund yours. A music teacher who helped you find your groove.

I suspect most of us recognized their generosity of time and resources and acknowledged their contributions and then moved on.

But what about the others who unknowingly enabled your success? The others whose names you don’t even know. The others whose faces you would never recognize. The others whom, as a collective, did more than any single contributor you do know. The others who are actually responsible for your success today!

Have you seen them? The individuals who silently served you. Those who invested in you without thought of payback? I didn’t. Until today.

I was showing my kids a video of a recent talk where I was giving thanks to a handful of individuals who sowed into my life where today I reap the benefits. It hit me that in addition to these key people there have been hundreds, perhaps thousands of others who collectively made me who I am. I never acknowledged them. I never said thanks. I forgot them. I was blind.

Today, that changes. What about you?

The praying ladies. As college freshman, a handful of us musicians decided to visit nursing homes to play songs. These beautifully gray ladies shared with us that they had been praying for us. Yes, for 20+ years they prayed for hours daily for the students at our university. It was in college when my spiritual eyes awakened and I believe they had something to do with it.

The den moms. I was active in Cub Scouts and I know there were mothers who tolerated us hyperactive youngsters and helped us find our way. I don’t remember any names or faces, but they loved us to maturity as we learned how to build fires and tie knots. This experience paved my way to become an army engineer officer.

The coaches. I played youth soccer for many years and can only recall one coach. But I know each one of them helped develop me into a pretty decent striker over the years. Soccer became important to me as I entered high school, where I needed all the sport-induced self-esteem I could get. Success on the pitch was the foundation for my vision and participation on TeamUSA.

The sidelines. I have run hundreds of races and have never failed to finish. There were times when I was ready to shred my racing bib, but there were always those darned people on the sidelines exhorting me to finish. Be it a downtown 5K run, cycling up the Swiss Alps, or an Ironman, I owe my finishes to those cheering me on who did not even know my name.

The cleaners. I have occupied many offices throughout my career and have spent early mornings and late nights in them. I spoke with many of the people who cleaned those offices, and with others, I just exchanged pleasantries. In each case, they were part of the team that helped our organizations achieve success. Their kind words and cleaning skills helped me keep my office uncluttered so I had the right environment for success. All those awards they dusted hanging on the walls belong to them as much as to my visible team.

The administrative assistants. Of course I loved all assistants I engaged with regularly, but what about all the others in the background? These are the people that make organizations and people hum, the glue that keeps momentum flowing and collaboration happening. I know my success is enabled by all of them.

The swimmer. I have always struggled with efficient swimming. I was doing requisite laps at a hotel pool one day when the person next lane over spoke to me as we were taking a break between sets. He gave me a tip on my breathing technique that helped improve my stroke and I became faster. While I remain slow, I am no longer last out of the water.

The counselor. In sixth grade, I went to this week long “High Trails” camp in the Colorado Mountains. I don’t recall this particular counselor’s name or face, only that I did have a crush on her. I was experimenting with poetry and she encouraged me to keep writing and to share my heart. This blog and my books are a result of her words.

Teams. I always try to remember everyone’s name, but as my teams grew to 100 and then 1,000, I was no longer able to recognize everyone. But I know—oh, but I know — that all of our achievements were not because of me or even my direct reports. It was all about the team, especially those who toiled behind the scenes and made things happen. Achievements where we have leveraged technology to enable superior business and clinical outcomes are because of them.

It is the invisible that make you visible.

Who are the invisible people in your life?

I bet there are thousands. Find some and give them thanks. Practice the kind of humility that acknowledges your success has never been about you, but is the result of the invisibles whom enabled you to be who you are and rise to your level of training, stewardship, and vision.

Do you want to multiply your significance, your impact to the world? Do you want your life to matter? Be invisible to someone.

Genuine satisfaction comes from serving those who will never know you helped them, nor have the ability to give back. The invisibles.

Ed encourages your interaction by clicking the comments link below. You can also connect with Ed directly on LinkedIn and Facebook and follow him on Twitter.

HIStalk Interviews Rick Adam, President, Stanson Health

March 30, 2016 Interviews 1 Comment

Rick Adam is president and COO of Stanson Health of Los Angeles, CA.

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Tell me about yourself and the company.

I’m a serial entrepreneur and have done several different startups in healthcare IT. I’ve been with Stanson about 15 months.

The company was founded by Dr. Scott Weingarten, who was the founder of Zynx. Scott wanted to do something new and different. He wanted to put clinical advice in front of physicians who are ordering. Scott got the company started and then I was hired to help Scott scale it up.

What’s the connection between the company and Cedars-Sinai?

Scott was at Cedars 20 years ago when he came up with the idea for order sets. Cedars funded what became Zynx. Then Scott left and was CEO for Zynx for 16 years. It ultimately ended up as part of Hearst Publishing.

About four years ago, Scott wanted to do real-time CDS as docs order. Hearst didn’t want to do it, so Scott went back to Cedars with two hats on. He’s SVP for clinical transformation at Cedars-Sinai. They also wanted him to go ahead and start this new company to launch point-of-care CDS. Scott is founder and chairman of our board. Our primary funding source so far has been Cedars-Sinai.

How do you tie your product into EHRs?

It’s a little different from vendor to vendor. We’re operational in Epic. We’re developing a system in Cerner. We’re working with Athenahealth and Meditech on integration.

Epic has a Best Practice Alert rules engine. We write Epic rules that our customers then load into their Epic BPA engine. When an order meets the criteria to fire the alert, we trigger the alert and it shows up inside the physician’s order entry screen. Then they either accept it or reject it and can cancel the order right inside their natural workflow. We’re operating in 80 hospitals and 25,000 docs that use Epic.

External to Epic is our analytics facility. We outload the log every night and then wrap it back around analytics so the medical management of health system can see how their clinicians are reacting when they see alerts. The analytics system is in the cloud, but the actual interaction with the clinicians is native inside Epic.

Someone told me that at least two vendors asked to license your analytics and dashboard to improve what happens after their own alerts have fired and been acted on.

The popularity of our analytics has been a little bit of a surprise to us. We understood that it was valuable so we could see the efficiency and effectiveness of our own clinical recommendations. We outload everything in the log.

What surprised us was the customers were interested in seeing what other alerts were happening and behaving. For example, their drug-drug, drug-allergy alerts which typically have very low followed rates, they could see that. Most large Epic clients have written some best practice BPA alerts on their own. There’s no real tool to see how they’re performing. For example, Henry Ford likes our content, but I’d say they probably like our analytics better.

Are hospitals following up on alerts that are constantly overridden even though they are clinically appropriate given evidence-based guidelines?

For the alerts we’ve written, we continuously refine them and make then more pertinent and more likely to be on target.

We had a client-written alert that fired 2,500 times and was followed once. Once they saw that, they just turned it off. The issue of alert fatigue is really serious. All of us need to be much more careful what we put in front of a clinician in order to improve efficiency and safety.

With our tool, you’re going to see a lot of curation of what alerts are out there — emphasize the ones that are helpful and start shutting down the ones that don’t do any good. They just clutter up the doctor’s workflow.

In the medical management process in these health systems and in the government system, it’s common to take our reports and go to a clinician. In the old days, you would go to a clinician and say, “You use too many CTs.” They would say, “My patients are different.”

Now we say, “There’s a recommendation from Choosing Wisely and the American College of Radiology that says don’t CT headache first-time presentation. You overrode that 50 times. Why are you doing that?” That’s the dialogue between clinical leadership and the physicians. It’s patient-specific and  order-specific. It only fired if the patient met the criteria. It’s a much more targeted conversation with clinicians now.

In many cases the clinicians like the feedback. They’ll say things like, “I want to do the right thing. Help me figure out what the right thing is.” When you wrap back around, you say, “You’re a really good follower of clinical advice.” That’s one thing. You have another guy and you say, “You’re on the low end of followed rights. Why is that?” It’s a more targeted, more clinically oriented discussion.

What outcomes are properly presented Choosing Wisely recommendations having on clinical practice?

We have inpatient ones and outpatient ones. It varies pretty widely over the recommendation. I’d say on the low end, we get followed rates of, let’s say, 15 percent. On the high end, we get followed rates as high as 60 percent. This compares to other CDS, where a one or two percent followed rate is considered adequate.

If these things are coded properly and presented properly, the Choosing Wisely recommendations get a lot of uptake. They came from the American Board of Internal Medicine and their 70 sub-societies, like cardiology and radiology. It’s not the government telling you what to do or the payer telling you what to do — it’s advice from your colleagues and your sub-society. It’s a lot easier for the docs to look at that and conclude that it’s good advice.

How do see the role of societies in creating guidelines like these going forward?

I think there will be more. However, I would say that, in terms of influence, we’re getting lots and lots of recommendations from CMS and Medicare now. For example, the PQRS series. Choosing Wisely mostly doesn’t do recommendations. PQRS, Physician Quality Reporting System — which is going to morph into MACRA – is “do,” “do in addition,” or “do instead.”

For example, you’ve got a heart failure patient — I’d like you to prescribe a beta blocker and ACE inhibitor. If we look in the medical record and we see it’s not there, we can alert the doctor that it’s missing. That ties to physician reimbursement, both bonuses on the upside and penalties on the downside. Then there’s a huge push for bundled payment starting this year with hips and knees. Most of the clinical advice that’s going to come out in the next year will be driven by CMS.

What are the most important lessons that you’ve learned in your career?

Most of my experience is on the provider side. The people who run health systems are dedicated, smart, hard-working, credentialed people. But they have a lot going on and there’s a lot of distraction going on. A lot of noise in the system.

The hardest thing to get IT projects moving is that you have to come up with a good enough explanation and a good enough value proposition for what you’re proposing. You have to come up out of the noise and get the leadership’s attention and give them a really good ROI — both financially and quality-wise — on why they should consider doing your project.

The technology is plenty hard enough, but getting onto the health system’s priority list is even harder. The hardest thing is to come up with a great communication program where the decision-makers and health systems understand your offering as one they should take a hard look at.

What are the most important factors that impact whether a startup will succeed or fail?

Assuming they’re trying to get customers out of the provider set, they’ve got to understand what the provider’s strategy is and how their tool, their offering, or system, or whatever helps the health system meet its strategy.

From our point of view specifically, as we move into payment reform and fee-for-value instead of fee-for-volume, it’s critical that you get the clinicians to shift their clinical practice. Eighty percent of the cost in healthcare is the result of a physician making a decision. You’ve got to get into that decision-making and get them to make a better decision or the right decision given where the health system is trying to go.

For anybody trying to bring health IT into the marketplace, you’ve got to match what you’re reasonably capable of doing as a vendor and what’s on the A-list for the decision-makers in the health system. That’s the trick.

Where do you see the company in five years?

We’re early in this market of putting information in front of physicians and having it change their mind. It’s going to be a valuable line of work for us and other people. It has a chance to be a big business and to make a meaningful difference in the way healthcare gets practiced.

I saw an interview with Paul Ryan. They were talking about how hard it is to attack entitlement. They said, do you think you could do Medicare reform? Ryan said Medicare is going to go bankrupt, which is in nobody’s interest. We’ve got to do something different in Medicare to preserve the system.

In some small way, Stanson helps clinicians get a higher quality clinical outcomes for less resource. The driving force behind that is Medicare driving the fee-for-value. In our own small way, we’re going to help preserve Medicare and everybody is going to be better off. I think we’ve got a chance to be a really big company because we add a lot of value.

Do you have any concluding thoughts?

We’re in a really great time. The country has paid the bill for putting in all these electronic health records. The government subsidized $31 billion and health systems have paid way more than that to get these things up and running. Essentially, the railroad tracks are down.

On average, we look at 30 elements in the medical record before we give the physician advice. We look at their medications, we look at their lab results, we look at their age, their presenting symptoms. Ten years ago, you couldn’t do that, because the stuff wasn’t digitized.

To get the Meaningful Use money, you have to get clinicians entering their own orders. We now have the point of attack where the clinician is ordering something. We have a rich amount of digitized medical records. We finally have the infrastructure to start giving people intelligent clinical advice.

The technology is there. The payment reform is the driver for change. There’s never been a better time to be in healthcare technology. We’re going to see huge advances in the next five years. It’s an exciting time to be in the business.

Morning Headlines 3/30/16

March 29, 2016 News Comments Off on Morning Headlines 3/30/16

Statement from MedStar Health Regarding Computer Downtime

10-hospital system MedStar Health is hit with a computer virus that has restricted access to its network and EHR system, forcing users back to paper documentation. Officials from the hospital have not confirmed whether a ransom has been demanded.

Banner to invest $1 billion for facilities in Tucson, Phoenix

Banner Health will implement Cerner at the recently acquired University of Arizona Health Network by 2017, replacing Epic.

Contracts: Defense Logistics Agency

DoD signs a one-year, $77 million extension with Philips Medical Systems to continue using its “patient monitoring systems, subsystems, accessories, consumables, spare/repair parts, and training.”

Security alert! New ransomware found inside Microsoft Word

A new healthcare-focused ransomware package is being passed around within Microsoft Word macros that uses Microsoft’s PowerShell framework to download malicious code and initiate the ransomware attack.

Comments Off on Morning Headlines 3/30/16

News 3/30/16

March 29, 2016 News 15 Comments

Top News

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Ten-hospital MedStar Health, the largest health system in the Baltimore-Washington corridor, shuts down its electronic systems and turns away elective patients and after what appears to be a ransomware attack that began Monday morning. The systems remain down. The FBI is investigating.

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Despite MedStar’s assertion that it is unaware of any demands for ransom, some of its employees reported seeing a pop-up window demanding payment in bitcoin.

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Senate HELP Committee Chair Lamar Alexander (R-TN) says the MedStar attack proves that HHS should quickly implement requirements from the Cybersecurity Information Sharing Act of 2015, which calls for HHS to:

  • Appoint a cybersecurity leader.
  • Create a healthcare cyberthreat report.
  • Create a task for to submit recommendations and to disseminate federal cyberintelligence threat information.
  • Publish voluntary best practices.

Reader Comments

From MD Prof: “Re: NY e-prescribing. You mentioned an exemption for patient-requested paper prescriptions. Can you provide a link to the regs?” I had run across a source that said patients can request paper prescriptions, but upon reviewing the regulations and the stated exceptions, I don’t see such language, so I don’t believe patients have that option after all. Patients and prescribers could see some problems:

  • Patients may want to price-shop multiple pharmacies and can’t without having a paper prescription.
  • They might not have a particular pharmacy in mind at that moment.
  • They may want to send some prescriptions to one pharmacy and others to a different one to save money and new electronic prescribers may struggle with how to do that.
  • If the requested pharmacy doesn’t have the medication in stock, the prescriber will have to issue a new electronic prescription to a different pharmacy.
  • Patients might choose a pharmacy that is closed for a holiday or for normal hours of operation.

All of these are especially problematic for ED physician prescribers, who would be hard to reach if prescription changes are needed. I’m also not clear of pharmacies can still transfer prescriptions among themselves, which I assume they can once it has been created electronically. MD Prof also notes that it’s a pain for doctors to perform the required manual patient lookup on the I-Stop website to identify possible doctor shoppers and suggests further integration of that database with prescribing systems.

From Circular Logic: “Re: site. I wasn’t able to get on for part of Monday.” Me neither, at least for a few minutes mid-morning. It was really busy yesterday for some reason, with more daily page views than even during the HIMSS conference. In fact, it was the busiest day since July 30, 2015 when the DoD contract winner was announced and when I decided I needed to upgrade to a bigger dedicated server. Maybe it’s time again.

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From C. Cortez: “Re: rumors. I hope you don’t listen to the comments of people complaining about running industry rumors. Those rumors are usually correct.” My survey shows that only 1.3 percent of readers don’t enjoy reading rumors on HIStalk, which is not really surprising given that I’ve been running them since 2003 and therefore the audience is somewhat self-selecting. What I’ve learned in that 13 years is that nearly everybody loves reading well-placed “rumors” until they hit too close to home, at which time the indignant commenter suddenly proclaims them to be “gossip.” Many big stories have been broken here from reader rumors, while the rest are still entertaining.

From Sue Veed: “Re: interoperability. Judy Faulkner is still describing technical problems and calls for national standards. The problem is now 40 years old with no resolution in sight. The banking industry adopted MICR check standards in no time and healthcare is still dithering. Why?” I heard a keynote years ago by Dee Hock, a local banker who almost single-handedly created what was then BankAmericard (now the Visa credit card system after which competitors are modeled). He explained that it was tough to convince banks (which were local and regional rather than national back then) that it was in their best interest to work together in a decentralized way to create a nationally available electronic credit card network for their shared customers, which he later described as the prototype for “chaordic” organizations that “blend competition and cooperation to address critical societal issues.” Healthcare IT is stuck in the mid-1960s with no heir apparent to Dee Hock available to convince providers and IT vendors that everybody wins (especially the customer) if they share information.


HIStalk Announcements and Requests

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We provided Mrs. Openlander from Missouri with several sets of math and reading flash cards for her K-5 school in funding her DonorsChoose grant request. The cards are placed in high-traffic areas so that hallway waiting downtime can be used for extra instruction.

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Also checking in is Ms. Wilson from Virginia, who passes along to HIStalk readers that the five human anatomy models we provided are being used for class demonstrations and “center time,” where the teachers have created add-on learning exercises such as an interactive anatomy whiteboard game. She concludes, “Our students have grown so much in the short time we have had the new materials. I cannot tell you how good it makes us feel to watch them interacting and striving to learn in ways that before you gift we never thought possible … your gift has changed the lives of our students and us forever.”

A quote I can’t get out of my head: “There’s no such thing as a cloud. It’s just someone else’s server.”

Listening: Built to Spill, Boise-based indie rockers who start a small-hall tour in late May as they approach 25 years of bandom. Also, new Italy-based symphonic metal from Rhapsody of Fire.


Webinars

March 30 (Wednesday) 1:00 ET. “Coastal Connect Health Information Exchange: Igniting the Power of Events-based Notifications Webinar.” Sponsored by Medicity. Presenters: Cory Bovair, application specialist. CCHIE; Andy Biviano, director of product management, Medicity. Wilmington, NC-based CCHIE, which covers 800 physicians and 1.4 million patients, implemented Medicity Notify for real-time clinical event notifications to help reduce ED utilization, improve care quality, and enhance patient satisfaction. In the first 30 days, physicians and care managers received more than 3,000 admission and discharge notifications.

April 1 (Friday) 1:00 ET. “rise of the small-first-letter vendors … and the race to integrate HIS & MD systems.” Sponsored by HIStalk. Presenters: Frank L. Poggio, president and CEO, The Kelzon Group; Vince Ciotti, principal, HIS Professionals. Vince and Frank are back with their brutally honest (and often humorous) opinions about the rise of the small-first-letter vendors. Athenahealth and eClinicalWorks are following a growing trend toward real integration between hospital and physician systems, but this is not a new phenomenon. What have we learned from these same efforts over the last 30 years? What are the implications for hospital and ambulatory clients? What can clients expect based on past experience?

April 8 (Friday) 1:00 ET. “Ransomware in Healthcare: Tactics, Techniques, and Response.” Sponsored by HIStalk. Presenter: John Gomez, CEO, Sensato. Ransomware continues to be an effective attack against healthcare infrastructure, with the clear ability to disrupt operations and impact patient care. This webinar will provide an inside look at how attackers use ransomware; why it so effective; and recommendations for mitigation.

Contact Lorre for webinar services. Past webinars are on our HIStalk webinars YouTube channel.


Acquisitions, Funding, Business, and Stock

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Dell will sell its IT services business, the former Perot Systems, for $3.05 billion to Japan’s NTT Data to help pay for Dell’s planned $60 billion takeover of data storage vendor EMC. Dell bought Perot Systems for $3.9 billion in 2009. NTT Data, a subsidiary of Japan’s national telephone company, acquired IT systems and services vendor Keane for $1.2 billion in 2010, giving it the Optimum hospital product suite.

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Alphabet’s (Google) Verily Life Sciences is losing top executives and its governmental connections with FDA and HHS due to the abrasive management style of CEO Andrew Conrad, STAT reports. The company has apparently abandoned its project for connecting medical devices to the cloud, with all of its team members departing the organization. Also gone is the co-founder of the project to develop a glucose-monitoring contact lens. A biotech consultant who previously worked for a research institute Conrad founded describes him as, “We used to joke and call him the seagull of science. He used to fly in, squawk, crap over everything, and fly away. You couldn’t engage him for more than 10 minutes. It was sort of the overpromise, under-deliver.”


Sales

The Department of Defense issues a $77 million, one-year contract extension to Philips for “patient monitoring systems, subsystems, accessories, consumables, spare/repair parts, and training.”


Announcements and Implementations

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Boston Children’s Hospital (MA) launches Feverprints, an iPhone app powered by Apple ResearchKit that will use crowdsourcing to explore normal temperature variation and evaluate the effectiveness of fever medications.

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Carolinas HealthCare (NC) will implement Epic at Southeastern Health (NC) via a shared services agreement. I believe Southeastern runs McKesson Horizon for inpatient and eClinicalWorks for ambulatory.

AARP Health Innovation@50 announces the ten finalists for its April 27 pitch event:

  1. Cake (end of life planning)
  2. Medvizor (patient instructions)
  3. Penrose Senior Care Auditors (senior check-up app)
  4. PicnicHealth (personal health record)
  5. Savor Health (nutrition)
  6. SeniorHabitat (senior care facility selection)
  7. SensaRx (wandering sensor)
  8. SingFit (music as medicine – video above)
  9. UnaliWear (fall detection and medication reminder watch)
  10. Well Beyond Care (non-medical assistant finder)

Privacy and Security

A new ransomware variant called PowerWare is discovered to be targeting healthcare specifically in spreading itself via macros embedded in Microsoft Word documents posing as email-attached invoices. It’s smarter than similar types of ransomware, invoking the “fileless” native automation tool Windows PowerShell to download a script and then encrypt the PC’s files. This would be another great reason to demote users who have Administrator privileges or who can run programs with elevated permissions.


Other

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Peer60 releases “Trends in Revenue Cycle Management.” Some of its findings: (a) cost is the top criterion for selecting a RCM vendor; (b) collections is the most-outsourced provider service; and (c) the most-unmet RCM needs are denials management, contract management, and value-based reimbursement.

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A 60-patient study finds that the fingerstick blood tests previously offered directly to Arizona consumers by Theranos give results that vary significantly from results obtained from venipuncture samples that were sent to Quest and LabQuest.

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Banner Health (AZ) will complete by fall of 2017 the replacement of Epic by Cerner at the two Tucson hospitals formerly owned by University of Arizona Health Network, which it acquired in 2015. Banner says the switch will provide “significant savings” to the hospitals, which spent an unbudgeted $32 million and a total of $115 million on their 2013 Epic project, causing a $29 million fiscal year loss that was followed by the sale of UAHN to Banner.  


Sponsor Updates

  • Aprima will exhibit at the Texas MGMA Annual Meeting March 30-April 1 in Dallas.
  • The Baltimore Business Journal lists Audacious Inquiry as one of the five largest software developers in the Baltimore area.
  • Catalyze publishes a new e-book, “Innovation Doesn’t Follow Rules.”
  • Besler Consulting will exhibit at the HFMA Hudson Valley Annual Institute 2016 April 7 in Tarrytown, NY.
  • Burwood Group Justin Flynn will present at the Palo Alto Networks Ignite 2016 Conference April 4 in Las Vegas.
  • Carevive Systems shares its latest presentation, Survivorship Care and Care Plans: Transforming Challenges into Opportunities.
  • Direct Consulting Associates sponsors the HonorHealth Charity Golf Classic in support of the HonorHealth Military Partnership.
  • Divurgent will exhibit at the AEHIS/CHIME Cyber Security Lead Forum April 4 in San Francisco.
  • EClinicalWorks will exhibit at the 2016 Health Care Symposium April 1 in Costa Mesa, CA.
  • Healthwise will present at the Society of Behavioral Medicine meeting March 30-April 2 in Washington, DC.

Blog Posts


Contacts

Mr. H, Lorre, Jennifer, Dr. Jayne, Lt. Dan.
More news: HIStalk Practice, HIStalk Connect.
Get HIStalk updates.
Send news or rumors.
Contact us.

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Morning Headlines 3/29/16

March 28, 2016 Headlines Comments Off on Morning Headlines 3/29/16

Dell will unload IT services unit to Japan’s NTT Data

Dell will sell its IT services unit to NTT Data for $3.05 billion, money it will use to finance its $67 billion acquisition of EMC.

Google’s bold bid to transform medicine hits turbulence under a divisive CEO

Verily, Google’s life science business, has lost a dozen senior members of its team in the last year.  Former employees say that CEO Andrew Conrad is divisive and impulsive and has created a challenging work environment for staff.

Theranos Results Could Throw Off Medical Decisions, Study Finds

A study by researchers at the Icahn School of Medicine at Mount Sinai finds that Theranos cholesterol results were lower than Quest and LabCorp results by an average of 9.3 percent, enough to influence medical decisions.

House tentatively OK mandatory prescription drug monitoring

In Arizona, legislators are working on a bill that will establish a prescription monitoring program within the state’s HIE.

Protecting Employees’ Health Data

The New York Times calls for limits on employer access to employee health information, citing concerns that it could make workers vulnerable to discrimination.

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Curbside Consult with Dr. Jayne 3/28/16

March 28, 2016 Dr. Jayne 4 Comments

I spent several days this week performing an assessment of a client’s EHR support team. The IT director had been pressing leadership for more employees. The CIO, however, suspected that perhaps there were other issues on the team keeping people from being maximally productive. I had been tasked to determine not only whether there are process issues, but whether the team has the right skill sets to be effective.

You may be asking why a physician or CMIO is doing this kind of work. Even though this type of work can be done by non-physician consultants, many of the organizations I work with have found that the recommendations carry more weight when they come from a clinical informaticist.

Just observing in the office, I found the usual distractions and interruptions – instant messenger, email notifiers, and text messages which kept people from focusing on their work. Additionally, the support staff wasn’t particularly differentiated as far as which types of issues they handled. Working with somewhat of a call center mentality, staffers were expected to handle every call that came through in a round-robin fashion, regardless of the nature of the issue. Staffers were positioned to handle whatever was on the other end of the phone, even though the callers might have neurosurgical problems and the person answering the phone might be a rheumatologist.

The support team had varying levels of experience – some were clinical, some were technical, and some actually had zero healthcare IT experience and minimal training yet were expected to handle calls successfully. Part of my assessment includes individual staff interviews, during which I determined that one staffer in question had never even been to formal training on the application he was expected to support. Worse, he wasn’t a new employee, but had been there for nearly six months, and his manager had continually promised she would get him scheduled for training but never delivered.

That in itself was a red flag. It’s hard to on-board employees when you don’t have a formal training program. The best organizations I have worked with expect new hires to complete specified training and demonstrate proficiency within the first 90 days. At some, this may also include achieving certification from the vendors of the applications they are supporting, if they are not already certified. Usually those requirements are baked-in as conditions of employment, making it easier to break with someone who can’t meet expectations.

The individual interviews also uncovered that some team members had particular expertise that was going to waste considering how they were being utilized. One was a lab expert, another was a nurse, and yet another had extensive process improvement training from a previous position. Given their round-robin deployment on support tickets, their skills were going unused. Several of their responses indicated boredom and frustration.

My interview of the manager was particularly enlightening. She stopped the interview multiple times to deal with text messages, phone calls, and even people walking by the office. Observing her outside the interview, I can only describe her work habits as firefighting. Everything was a crisis requiring immediate attack.

I also interviewed a director and a vice president, neither of whom seemed particularly knowledgeable about the work going on below them. They seemed fairly content to manage from above without accountability for their teams’ performance. One flatly stated that, “Getting results is why I have managers. That’s their job, not mine” even though he acknowledged that his managers weren’t terribly effective in actually achieving the desired goals. The VP admitted he had no experience with clinical systems or working with physician groups and that he had just been given this department when the last VP left.

It was clear that culture issues were at play as well as general inefficiencies, and I included a discussion of that problem in my formal report. I was looking for additional documentation about workplace distractions and came across several recent pieces about email as one of the roots of all evil.

Despite their best intentions, people struggle with email management. This is particularly acute in organizations like my client’s, who don’t have clear policies about email use. When I’m engaged to provide guidance, I always recommend policies which include expectations for response (if you need a response in less than three business days, you need to use phone or in-person communication) as well as a specification on which types of issues belong in email and which don’t.

Interesting in some of the studies was the fact that employees using email were less likely to achieve deep work states. Over the last year, I’ve started seeing more organizations where employees never achieve deep work states. Sometimes they’re constantly dealing with customer “fires,” but more often, I’m seeing employees who are put in that position by a lack of leadership and strategic planning. In workplaces with these cultures, I often see evidence of people working from home or from their phones. When asked about these behaviors, workers often cite “the need to keep up” or the fact that they can’t get anything done at work. Both of these are just symptoms of a larger problem.

In other situations, workers may not understand how the tasks they are performing fit into larger initiatives, which can create frustration. One client I worked with in the fall was running parallel initiatives out of two teams without any coordination of efforts. Leadership didn’t account for the fact that employees have friendships across teams, and when they learned of the parallel efforts, their perception was that their projects were competing rather than complementary. This lead to a spiral of frustration as workers were suspicious that they were being set against each other or that a “losing” team might end up being downsized.

In one organization I recently visited, people were constantly told about the organization’s key objectives and vision, but there has been little to no communication about how they’re actually going to go about achieving those objectives. That type of work environment quickly leads to frustration and then to apathy. I also had concerns about workplace violence, as the marketing department had the corporate focus words imprinted on stones for employees to have as focal points on their desks. I’m betting more than a few of them get thrown from time to time.

These higher-level dysfunctional behaviors were present at my client, in addition to the micro-level dysfunction that I identified looking at their individual work habits. What the client felt was going to be a straightforward analysis of their EHR support team revealed not only a poor staffing plan and misuse of some fairly expensive human capital, but also a lack of strategic planning. There were also some other red flags in dealing with this client. I knew that my findings weren’t going to go over well because they didn’t fully support management’s original theory that the team was overwhelmed or just wasn’t working hard enough.

Fortunately, I had scheduled an onsite presentation of my findings so that we could discuss them rather than just sending them a report after the fact and having a call to review. Although some members of the leadership team seemed genuinely shocked (or at least were very good at making it look that way) the majority of them didn’t seem terribly surprised. Several of them (including the director and the VP) were skeptical of the findings and my recommendations, and based on their responses, I don’t think they’re at a point where they’re ready to make changes.

One of them actually accused me of “muck-raking,” which is a term I haven’t heard since the last time I took an American History class. Another (who apparently missed the memo on why I was there in the first place) said I was just “coming up with make-work tasks to justify my existence.” Those are pretty powerful words to say to someone who was specifically hired to complete a well-defined project, not to mention to someone who was specifically hired by your boss to figure out why your department is a disaster.

I didn’t find their responses surprising at all since they were obviously trying to defend their turf and protect their own necks. We’ll have to see what the CIO decides to do with the findings. Based on the personalities involved and their obvious resistance to change, I’m not too thrilled about the possibility of a follow-up engagement should they request one.

Regardless of where they decide to go from here, I left them with quite a few concrete recommendations for the team in question as well as for their leadership team. It’s sad to say, but clients like this are becoming the norm for me. I’m eager to do work for an organization that has leadership, vision, and focus but just needs a kick in the pants to get it done rather than one that seems oddly happy in their dysfunction.

Have any client prospects? Email me.

Email Dr. Jayne.

OpenNotes: From Grassroots Effort to Nationwide Movement

March 28, 2016 News Comments Off on OpenNotes: From Grassroots Effort to Nationwide Movement

We look at the evolution and future of OpenNotes — from the impact it has had on patient engagement, medication adherence, and physician workflows to the technological challenges of implementing a truly vendor-agnostic tool.
By @JennHIStalk

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Six years ago, the notion that patients could have electronic access to their doctor’s notes was almost unheard of. The note was a safe, private place where providers could document a clinical encounter without worrying about a patient’s reaction to their accompanying commentary. The note was for internal use only, which no doubt gave providers a certain poetic license to describe patient ailments and mindsets in the bluntest of terms. Enter OpenNotes, now a national movement that encourages providers to adopt open access to clinician notes as a standard practice of care.

A Grassroots Beginning

The movement began in 2010 as a year-long study funded by the Robert Wood Johnson Foundation that tested the OpenNotes concept with 105 PCPs and over 13,000 patients at Beth Israel Deaconess Medical Center (MA), Geisinger Health System (PA), and Harborview Medical Center (WA). The trial was considered a success, with patients reporting that access to physician notes helped them feel more educated about and in control of their care. They were also more apt to take their medications, share their notes with other caregivers, and communicate and collaborate more with their physicians.

Participating physicians experienced similar positive results, with just a handful reporting longer visits and taking extra time to address patient questions outside of regular visits. While a larger percentage reported taking more time to write notes and change documentation content, none of them stopped providing access once the trial ended.

As RWJF President and CEO Risa Lavizzo-Mourey, MD said at the trial’s conclusion, “The evidence is in. Patients support, use, and benefit from open medical notes. These results are exciting and hold tremendous promise for transforming patient care.”

Growth Gets Underway

Since results from the initial OpenNotes trial were published in 2012, the movement has expanded almost exponentially across the country. Twenty-six healthcare organizations — including the VA and most recently Duke Health (NC) — are now providing open-note access to over 6 million patients.

The movement shows no signs of slowing down thanks to an additional $10 million in funding from RWJF, Cambia Health Foundation, Gordon and Betty Moore Foundation, and Peterson Center on Healthcare that will be used to roll out OpenNotes access to 50 million patients across the country.

The investment doesn’t stop there. We Can Do Better, a nonprofit OpenNotes advocacy group that works alongside the NorthWest OpenNotes Consortium, received a grant earlier this year from the Oregon Health Authority Office of Health IT to help spread OpenNotes to small to medium-sized physician practices in Oregon, and to work with healthcare IT vendors on making OpenNotes easy to access via their EHRs and patient portals.

CHIME has also thrown its support behind the initiative, announcing last month its intent to collaborate with the OpenNotes movement on accelerating health data sharing as part of its participation in the Precision Medicine Initiative.

Change Management Trumps Technical Necessity

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“There is very little funding needed for OpenNotes rollouts,” says Amy Fellows, MPH, executive director at We Can Do Better and an OpenNotes team member. “The main effort is around change management – convincing providers that this is going to be a good thing and something that won’t add to their workload. We hear that OpenNotes is a much easier and smoother rollout process than many previous facility implementations. It really is all about the upfront change management, then ripping the Band-Aid off and getting it turned on. In some cases, a small number of skeptics can delay or moderate an implementation. The issues are cultural, not technical.”

Technical requirements do, of course, need to be taken into consideration. According to Fellows, facilities using Epic and Cerner should be able to easily configure their systems to support OpenNotes. “We attended HIMSS16,” she adds, “and spoke to many other vendors about their capability to offer OpenNotes, including EClinicalWorks, Allscripts, and NextGen.”

Fellows adds that OpenNotes is working to develop a best-practices sheet with recommendations for vendors on how to configure OpenNotes so that it is patient and physician friendly.

Digging Into Provider Best Practices

Fellows and her OpenNotes colleagues in the Northwest have had ample opportunity to discuss provider best practices at Northwest Open Notes Consortium quarterly meetings. “OpenNotes seems to be an evolutionary process, so even those that have done it come to learn about national efforts bringing it to mental health, inpatient, and other specialties,” she explains. “We know about 1 million patients [in the Northwest] have the ability to access their notes, but it is dependent on each organization’s strategy in promoting their patient portal, and how easy they make it to access the note, i.e. do they send an email tickler inviting patients to access their notes with a link taking them directly to that part of the patient portal after log in?”

“We believe best practice includes internal and external promotions, reminders, and easily accessible notes,” Fellows adds. “Initial implementation should include some time spent with clinicians on avoiding documentation practices that can confuse patients – acronyms, cut-and-paste approaches, confusing medication lists or problem lists. Avoiding jargon can also be helpful, i.e. ‘patient denies,’ or ‘patient complains.’ Sensitizing clinicians to terms that activate patients, like ‘obese’ or ‘addicted,’ is worthwhile, too.”

Geisinger Sets the Bar

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Geisinger, an original OpenNotes trial participant, has expanded its involvement with the program by rolling it out to new physicians as part of best practices. “Right now, we’re looking at 1,700 providers including advanced practitioners and case managers across the system who access OpenNotes as part of their care,” says Rebecca Stametz, senior director of clinical innovation at Geisinger. “Looking at it from mobile utilization, we have gone from 2,005 unique users to about 150,000 with about 550,000 unique hits off of our portal.”

“Since the trial, we’ve rolled it out as a best practice across care settings, with the exception of pockets across our system like psychiatry, maternal-fetal medicine, and EENT,” Stametz says. “We’ve decided to pause on areas where we were unsure of any implications and where we felt we needed to take a deeper look. That being said, new physicians that get on-boarded, especially those in ambulatory, have access to OpenNotes. It’s now part of our care process.”

Serving up OpenNotes to patients is as easy as a visit to Geisinger’s patient portal. “It’s really one of the benefits that [they] have when enrolling with MyGeisinger or our patient portal, both Epic,” she explains. “It’s really about word of mouth – marketing it as a best practice and utilizing it via internal systems. There really isn’t anything to purchase outside of the EHR and maybe a patient portal, which most of the systems who are implementing OpenNotes already utilize.”

Measuring Success Now and Later

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Given Geisinger’s track record with OpenNotes, Stametz is well poised to offer what success with OpenNotes means to the organization. “Success means that patients feel more connected to their care,” she explains. “They want OpenNotes. They feel like there’s open communication and they have confidence in their ability to manage their own care. Studying the long-term implications of end users is something that we’re going to begin to tackle now with our national partners.”

Stametz adds that little to no impact on physician workflow is also a part of Geisinger’s definition of success. “We were wondering about disruption to workflow and whether or not people actually utilize those notes if they became open,” she says. “We know that 99 percent of those patients wanted the practice to continue, so there were benefits we didn’t anticipate. We observed that some patients began to gravitate towards physicians that offered note access. I think one of the big things from a Geisinger perspective is that there was little concern or complaints from providers or patients.”

OpenNotes is just beginning to reach a maturity level that will enable researchers to determine its effect on outcomes. Thus far, the only hard data available is a paper published last fall in the Journal of Medical Internet Research that shows patients with open-note access have better blood-pressure control than those who don’t.

Fellows adds that several implementers have evaluated their efforts with surveys similar to the original OpenNotes research surveys. “Patient-reported outcomes have been very similar in each one,” she explains. “All of the implementations we are aware of have gone well with no physician workflow disruptions. Email traffic has been flat, and when made available, portal traffic has increased.”

“The most revealing metric,” Fellows adds, “has been the rate of patients opening notes and the rate of physicians hiding notes. Patients viewing notes are highly dependent on patient reminders and internal/external promotion. Hiding notes is unusual and mostly done by a small number of physicians. The incidence of hiding notes decreases with time.”

Moving Beyond Primary Care

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Many OpenNotes participants are venturing into new territory. Several organizations, including BIDMC, have launched mental health pilots to gain a better understanding of how increased transparency could potentially benefit psychiatric care. Vancouver Clinic is exploring the value in allowing adolescents to view their notes with or without parental proxy access. Fellows also foresees eventually rolling out OpenNotes to more vulnerable patient populations, such as non-English speakers, those with health literacy issues, and underserved and safety net populations.

For Geisinger, the next phase of OpenNotes is about expansion and better understanding what patients want to get from its access. “What are the long-term implications for end users who have been using OpenNotes for the past five or six years?” Stametz asks. “We don’t know those answers, but we’re beginning to work with national partners like BIDMC to find out. For example, if patients and family caregivers were able to write their own narrative within the note, what would that do for goal setting, treatment planning, communication, encounter time, etc.? We’re at the tip of the iceberg with the ways we could leverage the impact OpenNotes has had and its potential in other areas.”

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HIStalk Interviews Matt Patterson, MD, President, AirStrip

March 28, 2016 Interviews 2 Comments

Matt Patterson, MD is president of AirStrip of San Antonio, TX.

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Tell me about yourself and the company.

I’m a physician by training, with a background in head and neck surgery and as a Navy physician. I spent some time with McKinsey before joining AirStrip.

I’ve been here for four years. I was with the company during the transition from making the first FDA-cleared mobile applications for waveform-based data into a full platform called AirStrip One, which can accommodate essentially any clinical data source in a single workflow to enable a variety of care collaboration and innovation workflows.

Mobile health was a specialty niche when AirStrip was started, but now it’s a given that any software has to work well for mobile users. How is the industry is doing in that regard?

What we’ve seen is the continuation of a pattern that was around when we first started. There certainly is a push to provide a mobile extension of health IT stacks. What we are ahead on still to this day is the ability to aggregate across multiple, disparate sources of data and to stream that data to analytics, third-party, and decision support platforms, in addition to providing just the essential elements that are important for decision-making in a clinical workflow. I think that is quite distinct. We’re ahead on that, but in general, most people recognize that having a mobile extension of the software stack is a valuable addition to healthcare.

Is the Apple-like ecosystem of third-party healthcare apps real or is it just wishful thinking?

It’s more the latter. As a physician myself, I’m always skeptical about having to have too many applications to go to. It’s akin to having too many pagers on my belt walking around the hospital. Most clinicians are not necessarily looking to segment their workflow experience if they can avoid it.

That said, no single vendor is going to be able to accomplish all the things that any one clinician needs to do at any given point. You’re always going to have a number of different applications out there that are each trying to satisfy certain elements of the clinical workflow. But the concept of having a clearinghouse or a hosted environment that somehow corrals all these beasts is missing the one key point, which is, how do all of these things work together? It’s the interoperability piece that the industry is way behind on. 

We have dedicated our entire mission and product evolution around solving for the interoperability. I’m OK with whatever it takes to address the clinical workflow. Different vendors and different applications can lift different parts, but it needs to feel like a singular, unified, coherent, and elegant workflow for the clinician. Otherwise, you’ll never get adoption.

What steps are needed to open up EHRs to those third-party applications?

The most powerful lever in my mind is to make the ask with a powerful health system client at your side. What’s become very, very clear is that, despite the numerous promises of these large EMR vendors that either they can do what the health system wants them to do or that another smaller innovative company is already doing today, most health systems are waking up and realizing, "You’ve been telling me this answer for 10 years and you still haven’t delivered on the things that are already out there in the marketplace that more nimble companies are accommodating.” 

The time is now to open up complete, bi-directional APIs to allow these innovative firms to plug and play nicely with the EMR environment. That’s the most important thing. The reason I focus on that is that the typical answer that you’ll hear stems around technology standards, policy, government, and all that type of stuff. I can tell you right now the tools exist today to do complete, effective, bi-directional, Web-based APIs to all the major EMR vendors in the market.

I applaud things like FHIR and other standards. They’re a step in the right direction, but they are years and years away. The tools already exist. It’s simply the blocking that is getting in the way. The data blocking can manifest in not only technical ways. It can manifest in political ways, and it can manifest in financial ways. We’ve experienced all three.

How do you approach that issue? Are you all set in dealing with Cerner and Epic, or is it a battle every time you need to connect a new client?

It gets easier and easier. The work that we’re doing today, I never would have even imagined possible three years ago. It is absolutely moving in the right direction, albeit it much more slowly than we would like to see. 

What we have done is always use our clients as the voice, because it is the client’s voice. It’s not just AirStrip that’s out there asking for this and looking to monetize it. This is really about our clients coming to us trying to solve the problems that they have and AirStrip having a willingness to innovate through providing interoperability and workflow solutions.

We have developed very, very important strategic relationships with large IDNs across the spectrum of large healthcare IT vendors. Not just EMRs, but also on the monitoring side. We absolutely are side by side with our clients in the requests that we make, which are quite reasonable and are based on sound clinical and business cases for workflows that are in demand in the marketplace.

Are people distinguishing between interoperability as in sharing patient data among sites vs. snapping applications together within the same health system?

I don’t really see much of a distinction. Increasingly where I’ve seen the conversation turn is a patient-centered approach to interoperability. The answer is all of the above. The more that we take a more consumer and individual orientation towards data ownership and stewardship, that should be the North Star. All things should bow to that.

All efforts to monetize simple movement of data from Point A to Point B should be eliminated. The only thing that deserves monetization these days is adding value, creating workflows, and doing things with the data that are meaningful for patients.

If you take a patient- or consumer-centric view of the world, you recognize that there are challenges not only in connecting all the existing stacks within a particular health system together and making them work seamlessly, but it also includes situations like you describe where you have different facilities on different platforms and those need to communicate effectively as well.

What is the right level of FDA oversight for IT systems that have a biomedical component?

The FDA aligns themselves in the spirit of patient safety. That is appropriate, and that should be their mission and guiding force. It’s interesting when you get into things like what happened recently with the non-binding guidelines around interoperability, that the focus was on devices and how they communicate with the outside world. Interoperability was the focus. Somehow, that came under the realm of patient safety. I have a lot of things that I could go into on that topic, but I’ll pause there and not do that now.

Sticking with the question, there just needs to be a certain degree of risk that you cross, regardless of what you do from an application standpoint or device standpoint, where the FDA should regulate and should provide guidelines in the interest of public safety. I think that that’s appropriate. Most importantly is just to be very clear about what those situations are and then to make it as efficient as possible for innovative companies to submit their applications when appropriate and get approval.

Do you think the government climate supports innovation in healthcare IT?

I have been incredibly encouraged by what I’ve seen come out of the Capitol recently. In particular, I’ve been very encouraged with the work being done by Senator Alexander and the HELP Committee. We were referenced in a recent letter to Secretary Burwell by several members of the House of Representatives in an urgent plea to address interoperability and data blocking. There’s a lot of very, very positive momentum towards opening things up and allowing innovation to take place.

That’s another reason why just the timing of the release of the FDA’s non-binding guidelines recently on interoperability is very, very interesting to me. In some ways, I see it as a potential foil on the good conversations that have been taking place. I certainly don’t fault the FDA for wanting to address patient safety. I think that’s what they should do. But the timing is interesting. Similar to the way that HIPAA and Stark have been misused and misunderstood and that has stifled innovation, I could see almost safety blocking – that’s the only way I can put it — stifling innovation. “In the name of safety” type of thing, that the recent guidelines might have an unintended effect.

How has your experience as a Navy surgeon shaped your career?

Gosh, it did in so many different ways. I was fortunate enough to be an undersea medical officer while I was in the Navy. That allowed me to work with the fast-attack submarine group. It also allowed me to work with the Special Forces. I was the medical director at the Naval Special Warfare Center, which is the first training area for the Navy SEALs.

Navy medicine shaped my career in a few important ways. One, the concept of a flat team structure is prominent, particularly in the Special Forces community. I know that may come as a surprise when thinking of the Navy as a hierarchical place, but it’s surprisingly flat when it needs to be. There’s just an incredible esprit de corps and sense of teamwork that can happen in crisis. That gave me quite a bit of perspective on what’s important and what’s an emergency. You learn relative degrees of emergency very, very quickly in Navy medicine.

A second big thing is that it was my first introduction to telemedicine. It’s uncanny that I find myself in the situation I’m in right now, because AirStrip is obviously used a lot in various telehealth scenarios. My very first experience with telehealth was working up patients preoperatively remotely, even using scopes and some pretty advanced technologies, and never laying hands on the patient. The very next time seeing that patient was when they showed up to get an operation. Being that confident in my pre-surgical exam remotely had a profound effect on what I envisioned could be possible with application technology in healthcare. Both of those things I carry with me to this day.

Do you have any final thoughts?

We are at an important turning point when it comes to interoperability and innovation in healthcare. It’s going to take more than government regulations in order for us to get to where we need to be in the marketplace. I’m very, very encouraged that interoperability is a prominent part of the conversation coming out of HHS and coming out of the Senate and the House of Representatives. I’m very encouraged by work being done by interested parties like the Center for Medical Interoperability, because I think that what you’re seeing now is a much more patient-centered approach to the problem. When we focus on the patient, when we focus on the individual consumer, we cannot be wrong.

I envision a world very soon where consumers will essentially be allowed to hit the virtual “record” button on their medical data any time that they want to. Then have the ability on the fly, using plain English opt-in and opt-out types of scenarios and technology, to subscribe their data to anyone they want — vendor, health system, payer, provider, innovative company, you name it. Not only for their own benefit, but for the benefit of society at large. The only way we get to that place is by allowing wide-open interoperability among all of the technology players out there. We’re privileged to be a part of that ecosystem.

Dell Sells Its IT Services Business

March 28, 2016 News Comments Off on Dell Sells Its IT Services Business

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Japan’s NTT Data will buy Dell’s IT services business, the former Perot Systems, for $3.05 billion. Dell is selling the business, which it acquired for $3.9 billion in 2009, to raise money to finance its $60 billion acquisition of storage vendor EMC.

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Morning Headlines 3/28/16

March 28, 2016 Headlines Comments Off on Morning Headlines 3/28/16

Statement from Joseph Maldonado, MD, President, Medical Society of the State of New York

The president of the Medical Society of the State of New York asks for two exceptions to the new requirement that all prescriptions be written electronically. The first would exempt providers that write less than 25 prescriptions per year, and the second would reduce documentation requirements when technical problems temporarily force providers back to paper.

Dell Services Builds Momentum with Multiple $100M+ Deals

Dell Services signs $100 million deals with Dubai Health Authority and BCBS of Rhode Island.

Hackers Steal Data On 1.5 Million Verizon Enterprise Customers

Verizon loses 1.5 million customer records to hackers who are attempting to sell the information online for $100,000.

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