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Readers Write: Tax Rebate? Insurance rebate!

April 6, 2016 Readers Write Comments Off on Readers Write: Tax Rebate? Insurance rebate!

Tax Rebate? Insurance rebate!
By Richard Gengler

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Now that tax season is in full swing and the eventual rebate is around the corner, it is an ideal time to think about another kind of rebate. This one stems from the changes in healthcare policy with the Affordable Care Act (ACA) with the increasing push of the triple aim of improved patient experience, improving the health of populations, and reducing the per capita cost of healthcare.

With the individual markets becoming the fastest-growing part of the payer sector and increasingly competitive, payers are searching for any potential leverage to obtain, retain, and grow their membership base. There is more discussion on the importance of net promoter score (NPS), whereby payers can utilize their existing members to act as promoters.

By utilizing new innovations and alternative service modalities, insurance companies are able to hit all three parts of the triple aim. Almost on a daily basis we are hearing about innovations that have greater than 90 percent user satisfaction rates and significantly having positive impact on population health at potentially a fraction of the cost.

Health plans are required to have an 80 percent or 85 percent medical loss ratio (MLR), meaning that they spend this amount of the premiums they collect on medical expenses. The rest can be used for administrative, profit, and marketing. Any difference in this percentage must be refunded to the members, according to law. Great idea, but does this actually work?

Looking back to 2014, there are plentiful insurers offering rebates to their members in a wide variety of markets from individual, small group, and large group. Take, for instance, Celtic Insurance Company in Arkansas, which had $6,774,488 in rebates to its individual market. Or how about California Physicians Service ,with an astounding $21,819,095 for its small group market. In the large group market, Cigna Health and Life Insurance Company of DC sent back $5,608,359.

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One would think this is an opportunity to fully engage and grow membership. Data from the Kaiser Family Foundation shows that many insurance companies are not meeting the medical loss ratio standards. This signals a missed opportunity.

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To calculate the MLR is quite simple.

Let’s take, for instance, a population of 3 million Americans using a service that traditionally costs $1,751 per person per year. If there was an alternative service modality that is clinically equivalent for $30, this would create a savings of $1,721 and a percentage difference of 98 percent. If the premiums and other elements remain the same, this could be extrapolated out to provide bountiful rebates to the members.

Next time you are thinking about innovative strategies to increase the NPS of your members while increasing membership, think about your taxes. Your members will thank you, tell their friends, and increase your membership.

Richard Gengler is founder and CEO of Prevail Health of Chicago, IL.

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Readers Write: All Claim Attachments are Not Created Equal

April 6, 2016 Readers Write Comments Off on Readers Write: All Claim Attachments are Not Created Equal

All Claim Attachments are Not Created Equal
By Kent McAllister

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According to the 2014 CAQH Index, responding health plans representing 103 million enrollees returned data on claim attachments. There was approximately one claim attachment for every 24 claims during 2013 from those same responses.

Interestingly, the vast majority of claim attachments were submitted manually via paper delivery or fax. CAQH counted approximately 46 million claim attachments processed among the plans reporting, which can be extrapolated to roughly 110 million claim attachments industry-wide.

CAQH also estimates another 10 million prior authorization attachments. This statistic suggests a total of 120 million attachments annually across healthcare.

There’s a clarification, however, that must be made when dealing with attachments. Electronic attachments, in and of themselves, are not always the same despite industry rhetoric claiming that there is little difference between the healthcare sectors.

When dealing with the substance of attachments, there are two major distinct segments that providers must accommodate. These two segments are vaguely similar at the highest level, but distinctly different at the business process level for a few reasons. These two segments align with respective accountable payer organizations:

  1. Health and dental plans: commercial health plans and federal and state fiscal agents and administrators,
  2. Workers compensation (WorkComp): property and casualty insurance carriers and third-party-administrators.

The majority of the 120 million attachments are processed by health plans. Dental plans also manage an essentially equivalent business process for handling attachments, often through the same technical channels and human resources with similar skills.

Workers compensation claims, on the other hand, while voluminous, have a notably different set of business processes because of a number of distinctions in both the property and casualty insurance business and in the nature of “claims” in WorkComp parlance.

A WorkComp claim is generally related to an individual injured on the job. That claim may have a life of many months, or, in some cases, years. Resulting from that claim are typically many bills (or e-bills) that usually have an attachment. The e-bill submission process is more similar to property and casualty processes — such as auto physical damage — than to traditional health and dental plan processes.

An interesting contributor to this distinction is that property and casualty insurers are not considered “covered entities” under the 1996 HIPAA legislation. This is important, and any industry observers not recognizing this are failing to accommodate a major consideration.

Just as not all claim attachments are equal, neither are all vendors. For example, some companies that are heavily involved in the P&C space don’t work with the medical side, while others focus almost exclusively on medical. Vendors usually serve one of the two often-unrelated markets.

Providers must be aware of the differences. P&C electronic attachments, even though they may sound as if they’re in the healthcare setting, just don’t carry the same weight as electronic claims actually exchanged to support patient claims generated within a health system. Likewise, those vendors that work almost entirely in healthcare have little claim, if any, to the P&C market.

In a market filled with healthcare claims-related vendors, healthcare organizations must be able to place their trust in partners that understand the complete landscape of the healthcare space. They should also know that even though WorkComp may appear on the surface to be medical, it requires an entirely different scope of work than their counterparts working in the space. In this burgeoning sector of healthcare administration, messages are often painted too broadly with too wide a brush and healthcare leaders should be wary when entering into conversations that broach the subject of electronic attachments.

For the improvement of all parties involved, vendors should recognize and articulate the differences between health and dental attachment processes and WorkComp attachment processes in their public messages. The industry will be better served if vendors accept a mandate to clarify market confusion and to paint clearer lines as to their roles in electronic attachments.

Kent McAllister is chief development officer of MEA|NEA|TWSG of Dunwoody, GA.

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HIStalk Interviews Paul Brient, CEO, PatientKeeper

April 6, 2016 Interviews Comments Off on HIStalk Interviews Paul Brient, CEO, PatientKeeper

Paul Brient is CEO of PatientKeeper of Waltham, MA.

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Tell me about yourself and the company.

I’ve been CEO of PatientKeeper for almost 14 years. Our company is focused on automating physicians, primarily in an inpatient setting. We offer an overlay solution that allows doctors to automate their entire days, regardless of the back-end system that they are working on in their hospital.

Given the data entry that’s expected of physicians, is it possible to make usability better?

Certainly usability has come to the forefront as we have gotten past the adoption question and people are using it. But now the question is, can people use it in a way that saves them time? Clicks and keystrokes are the enemy of saving time. Lack of intuitiveness is as well. If you have to puzzle over a screen and figure out what is being asked of me, or how do I find that order that I’m looking for, those things all kill productivity.

Clearly we think it’s possible to create systems that save physicians time, but it requires a very thoughtful set of work. Not only on software design, but also on, what are we going to ask the physician to do? 

Obviously in our current healthcare environment, there are a lot different people in different organizations that have very legitimate things they would like physicians to do. Unfortunately, without some sort of filter or prioritization of them, you end up with all of them being thrust on the doctors. That just kills their productivity.

How do you go beyond the technical definition of usability to design software that physicians will at least tolerate and maybe even enjoy using?

In healthcare, that is a particularly challenging question. If you go back to the days of Hewlett-Packard, they were engineers building software or systems for engineers. They had this next-bench idea, where literally they would be building a tool for an engineer at the next workbench at Hewlett-Packard. They had this great environment for design.

In the healthcare world, that’s just not practical. You can’t just go sit in a hospital and have doctors write software while they are taking care of patients. That would be a bad thing for lots of reasons.

We think the best approach is get as close to that as you can, though, which is to have full contact with practicing providers to get feedback on what the real world is in healthcare delivery. Not a theoretical world, a theorized world, or a world they way we would like it to be. The actual world of all the crazy data patterns and situations that occur.

Then, get experienced designers who have usability training who understand how to build good software. If you don’t expose them to the chaotic and complicated world that physicians face every day, they just can’t build software that works for them. It’s really hard. It’s a difficult challenge to get access to that environment and then also to digest it in a way that makes sense.

The handful of significant inpatient EHR vendors are running decades-old code. Are they challenged to meet customer demands without rebuilding their products from the ground up?

Cerner Millennium — which I think is the most modern of the systems — was released before the millennium, in 1997. They certainly all have some legacy aspects to them in terms of technology. They weren’t built yesterday. You couldn’t have built them yesterday, because it takes a long time to build these systems. They’re big and complicated and they have many, many elements to them.

But I do think that some of the vendors — with the move towards interoperability and some of the standards that are being proposed, the FHIR concept if not the standard — pressure is starting to get applied that will allow these systems to become more open and allow innovation to occur that hasn’t before. Even a system as old as Meditech Magic can be made very open. It’s not a technological limitation, it’s a philosophical limitation. The push towards interoperability is helping to get the philosophy aligned more where we would like the technology to go.

When we talked three years ago, you said that healthcare is the only area left where it’s OK to have a monolithic, closed system that doesn’t support interoperability or an ecosystem. Where do you see that going?

Certainly in the last three years it has improved a lot. The FHIR standard has come out. At HIMSS, we saw Cerner demonstrating applications running against Millennium and moving across and running those same applications against Epic or even PatientKeeper, since we support it as well.

That’s a big change. That’s awesome. But it’s not yet sufficient. Even if you make the software interoperable, the data underneath in many hospitals isn’t yet. It’s not LOINC encoded and all that stuff like it would be if you started from scratch. But they did their implementations 30 years ago as well.

There’s still a lot of work to do as an industry. It’s a little bit chicken-and-egg. The more we open stuff, the more people can innovate and invent and other vendors can create cool applications that motivate people to want to exercise interoperability. That says, we’ll make more interoperability. It becomes a virtuous cycle. Without that pull, it’s just theoretical, “Hey, you should be interoperable and make some new APIs available” and no one really uses them. That isn’t going to drive it.

I think we’re starting to see that cycle start a little bit. You see a variety of organizations — like xG health, for example — taking some products that Geisinger has written for in-house and trying to bring them out to the market. It’s starting. It will be really cool to see that happens over the next three or four years.

How will that impact your business? PatientKeeper has been connected to these systems for more than a decade and new entrants will then have the bar lowered to do the same.

We had to spend a tremendous amount of money building all these integrations, but we would just as soon not have to build them. We built them so that we could build the software that we expose to physicians and that they use.

We embrace it. We’ve implemented the FHIR standards on both ends of our application. Somebody can run FHIR on top of us. We can run using FHIR on top of something that is FHIR enabled.

We think openness is philosophically the way to go. That means if someone finds a better application than we have, well then, shame on us. Our job is to have the best applications, and if we don’t, then someone should buy one that is different from ours and have it work with ours that they do think are best.

That’s the way innovation works. That’s the way it works in the tech world. That creates a great ecosystem, an ecosystem that has all ships rising because it puts competitive pressure on everybody. I’m a huge fan, philosophically. I think it can do nothing but good things for us and for other vendors like us.

You just added imaging appropriate use criteria to your product. Are you seeing more interest in having point-of-care systems offer guidance, reminders, or other features that keep providers on the best practices track?

Hopefully it’s the tip of the iceberg. I believe the reason that we as a country spent $40-plus billion getting doctors onto electronic systems isn’t so that we can just get rid of paper, although that was nice. It’s so that we can take this next step of improving healthcare and making the computer an essential tool for physicians.

The analogy I like to use is if you go to most doctors today and say, "Would you write this order on paper instead of putting it into the computer?" Depending on what kind of computer they have, they might gladly say, "Yes, please give me that paper. I can’t wait to write it on paper." If we do our job right as informaticists and as healthcare IT providers, the answer to that should be, “No. I would never write it on paper, because that’s dangerous. I get so much good information and so much help from the computer to do my job that I would never consider practicing without the computer.”

We’re not there yet. PatientKeeper isn’t there. I don’t think anyone is there. But that is the ultimate test. Imaging criteria is one small step. As we start to deploy more advanced techniques, with all the big data analytics techniques, we’ll have computers that know everything about that patient that is all codified. 

The computers aren’t really helping the doctors that much. In some cases, the computer asks the doctor questions the computer knows about. Did you give aspirin to this patient? Well, yes, because I put the aspirin order in the system — why are you asking me? It’s even worse.

The next four, five, six years is going to be that renaissance, helping the physicians with what they do in a way that works for them. Interoperability is such a key to that because it’s going to require the entrepreneurial horsepower of an industry. It’s not going to be one company that solves that problem.

We’re seeing early steps in using little data, where instead of waiting years for big clinical studies to be completed, doctors are getting immediate data analysis from their own systems, such as, “If I have 10 patients in my database who are somewhat like this one, how many of them benefited from this treatment option I’m considering?” Is that concept ripe for development?

I am so excited about that concept. If you think about clinical trials the way they have existed to date, we have a molecule or we have a procedure or a hypothesis. We go out and recruit people, we do all kinds of stuff, and we see whether it works or not.

But every day, there are millions of clinical trials being done. Patients are seeing providers. Things are happening. Outcomes are happening. If we can learn from all of that, even in the smaller cohort, that here are patients like you and and let’s observe how they work. Here are different protocols.

Our parent company HCA has been doing clinical research essentially by just observing different practice patterns across their hospitals. They have done groundbreaking research around sepsis prevention and what things worked and what things didn’t work around preventing infection. Just by observing that there are three or four different ways people do this in terms of washing hands, prophylactic antibiotics, et cetera. They figured out which ones work better without a clinical trial — just by observing the data they have.

That is the future. It might even change the clinical trials industry. At some point you still have to come up with new molecules, but when you start getting into these practices and procedures and off-label use, there is a lot we can learn.

I haven’t heard much about the HCA acquisition since it was first announced. What has changed since?

Certainly the goal of the acquisition was to have exactly what you just described happen, which is business as usual for PatientKeeper from a customer perspective and from an organization perspective. I’m pleased to report that we have achieved that goal. We’re a year and a half in to the acquisition. I’ve talked to some of our customers and they didn’t even know we were acquired. That’s awesome.

The big thing that has changed, which our customers will start to notice over time, is that we’ve made some very big investments in our R&D organization and our hosting center operations. We now have a world-class hosting operation. We had a pretty good one before, but we have a much better one now.

That’s really the big change that we have made. We’ve accelerated R&D efforts and accelerated a variety of projects that we had on the back burner. We’re in the pipeline that we’ve now pulled forward. We haven’t gotten those out to the market yet, so if you are a customer of ours, you haven’t seen the benefits of that. But in the next six to 12 months, you’ll start to see those things hitting the release cycle.

Otherwise, it is just business as usual for us. We’re deploying our advanced clinical software throughout the HCA hospitals and having a great time continuing to go against our original vision.

Do you have any final thoughts?

We’re at the beginning of a new era in healthcare IT. Up until now, it’s been, get rid of paper, get stuff automated. We’ve mostly done that. I wouldn’t say we’re complete, but that phase is coming to an end, where you’re taking processes that have never been automated and automating them.

Now it really is about that next generation. If you think of the evolution of the Internet, we now have concepts like Facebook and EBay that were not possible on paper. They are new concepts. What we’re going to find is a whole new set of innovation in healthcare IT around concepts that were not possible until everybody is electronic. As a company, we’re excited to participate in that. We’re excited to see the ecosystem and the healthcare IT industry itself blossom as that occurs.

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Morning Headlines 4/6/16

April 5, 2016 News Comments Off on Morning Headlines 4/6/16

Variation in Quality of Urgent Health Care Provided During Commercial Virtual Visits

A study published in JAMA finds significant clinical variation among care delivered by commercial telehealth vendors. Researchers suggest vendors begin developing industry best practices aimed at standardizing care.

Mass. General launches Epic health records upgrade

Massachusetts General Hospital, Massachusetts Eye and Ear, and Newton-Wellesley Hospital all go live on Epic over the weekend as part of Partners Healthcare’s $1.2 billion Epic implementation.

Hackers Broke Into Hospitals Despite Software Flaw Warnings

The Associated Press reports that MedStar Health’s recent ransomware attack was executed by exploiting known vulnerabilities from as far back as 2007. MedStar’s failure to apply security patches in time could leave them legally exposed.

Survey Finds Hospital Executives Increasing Focus on Patient Expectations and Engagement

An Advisory Board Company survey of healthcare CEOs finds that the most common executive action items include minimizing clinical variation, redesigning services for population health, meeting rising consumer expectations, deploying patient engagement strategies, and controlling avoidable utilization.

Comments Off on Morning Headlines 4/6/16

News 4/6/16

April 5, 2016 News 8 Comments

Top News

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A study of scripted standardized patient encounters performed by physicians of six virtual visit companies finds significant clinical variation. Remote physicians didn’t ask the right questions or didn’t perform the correct examination steps in 30 percent of visits and gave the wrong diagnosis or no diagnosis at all 23 percent of the time. They ordered urine cultures for only 34 percent of recurring urinary tract infection patients and failed to order the recommended X-rays for ankle pain 84 percent of the time. The authors conclude that while virtual visits may involve lower rates of inappropriate testing, remote physicians often don’t order even medically indicated tests, possibly because of the complexity involved in following up on test results from the patient’s home location or concerns about insurance coverage.

The authors also note that some of the companies performed better than others and suggested they share best practices. The virtual visit companies tested were Ameridoc, Amwell, Consult a Doctor, Doctor on Demand, MDAligne, MDLIVE, MeMD, and NowClinic.

While the virtual visits weren’t perfect, they were not compared to face-to-face visits. Those probably have a similar lack of conformance to best practices, but there’s no good way to send standardized (i.e., fake) patients into an exam room to serve as mystery shoppers.


Reader Comments

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From PHE: “Re: Sandlot Solutions. Has ceased operations. They were down to a skeleton crew as of last week, looking for last-minute funding to maintain core operations, but I was told that the board had already voted to close down if nothing came through as of Friday. No evidence of ongoing operations this morning.” Unverified. However, the logo of Sandlot Solutions was recently removed from the banner of parent company Santa Rosa Holdings – it was there in a March 13, 2016 cached copy but is gone now.

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From Luxardo: “Re: NYC Health + Hospitals going live on Epic. Reports say it went OK, but 900 Epic installers were on site at the two facilities whose combined census was 700. No wonder these installs cost a small fortune – that has to be at least $2 million per day to have a tech person standing next to each clinical person all day. The real test will be 30 days from now when all those installers have gone back to Wisconsin.”

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From Concerned Customer: “Re: Vocera. Do you put in any stock into this?” SkyTides, which sells “deep due diligence” to hedge funds in “targeting over-hyped stocks and outright frauds,” calls Vocera and Chairman Robert Zollars “purveyors of fraud and obsolete, defective products.” It says Zollars previously ran two companies that paid $591 million to settle fraud charges (Neoforma alone paid $586 million, it says) and claims Vocera strong-armed customers into accepting early product shipments so that the resulting revenue could help the company hit forecasts. It says insiders have been aggressively selling their shares and that Vocera’s one product hasn’t had a major upgrade since 2011 and “appears to be inferior” even though it’s the most expensive. SkyTides accuses Vocera of committing accounting fraud in the three of 16 quarters it reported a profit, says the company has lost $110 million, and predicts that Vocera will have to cut prices to compete. Vocera shares had little reaction to the announcement and have risen 29 percent in the past year vs. the Dow’s decrease of nearly 2 percent. A federal judge gave initial approval a month ago for Vocera to pay $9 million to settle securities class action litigation that accused it of telling investors during its March 2012 IPO that the Affordable Care Act would boost its business, then admitting in May 2013 that ACA was actually hurting sales, sending shares down 37 percent. I’ll be interested to see if Vocera responds, although since it’s an analysis firm making the claims rather than a regulatory agency or litigant, they wouldn’t have much to gain and would instead call attention to the unflattering charges.


HIStalk Announcements and Requests

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We funded the DonorsChoose grant request of Mr. Cho in providing 15 scientific calculators for his Bureau of Indian Affairs high school math classes in South Dakota, replacing the 99-cent models he was using. He reports, “These calculators have made it easier for us to do more in the 47 minutes I’m allotted each day per class. The students are now able to move into higher level math. We just started 4th quarter on Monday and your calculators have, over the past three months, allowed us to go into pre-calculus in my Algebra 2 class. My Algebra 1 students were able to use the calculators and fly through it and are now starting Algebra 2! We will continue to use these calculators weekly for many years.”

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Also checking in is M. Feeley from New York, whose pre-schoolers are experimenting with the light kits and games we provided.


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.

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


Acquisitions, Funding, Business, and Stock

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Sunquest acquires GeneInsight, a genetic testing software firm created by Partners HealthCare (MA). Sunquest had previously invested in the company. which will operate as a wholly-owned subsidiary from its Boston office.

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Cumberland Consulting Group acquires 50-consultant  Oleen Pinnacle Healthcare Consulting, expanding the company’s payer market capabilities.

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Credentialing software vendors Symplr and Cactus Software merge.

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Healthcare software vendor Ability Network acquires EHealth Data Solutions, which offers software for senior living providers. Minneapolis-based Ability, whose chairman and CEO is former McKesson President and CEO Mark Pulido, has made four other acquisitions in the past two years following a $550 million investment by Summit Partners.


Announcements and Implementations

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St. Luke’s University Health Network (PA) goes live on Bernoulli’s medical device integration and connectivity in six of its hospitals as part of its Epic implementation.

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NYC  Health + Hospitals goes live on Epic at its Elmhurst and Queens hospitals, reporting no major problems.

Massachusetts General Hospital and two other Partners HealthCare (MA) facilities go live on Epic, with 1,000 Epic employees participating in Boston.

ESD celebrates its 26th year in the consulting business, noting that its implementation team members worked 30,000 hours in March.

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McKesson signs up 2,111 of its employees to the Gift of Live Bone Marrow Foundation’s donor registry.


Government and Politics

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The Federal Trade Commission creates an online tool for developers of health-related software that asks questions about how their software works and then suggests specific federal laws and regulations (such as HIPAA and the FDA) that might apply to them.


Privacy and Security

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The Associated Press reports that MedStar Health’s ransomware attack exploited known flaws in the Red Hat’s JBoss Application Server that date back to at least 2007. Red Hat and the federal government have for years urged JBoss users to apply patches that correct a common configuration error that allows external users to take control of the server. The article notes that MedStar may be fully exposed to lawsuits or sanctions if it (or its vendors) failed to apply the patch and therefore could be construed as not having exercised reasonable diligence in protecting its systems and data. MedStar criticized media coverage of its attack, saying the publicity will encourage copycat hackers.


Other

Epic’s trade secrets lawsuit against India-based Tata Consultancy Services goes to trial in federal court.

A Wall Street Journal op-ed piece called “How Not to End Cancer in Our Lifetimes” says the White House’s proposed changes to patient consent policies may impede research. The author, dean of Weill Cornell Medicine, says proposed HHS regulations will limit the number of patients who consent to having their leftover medical samples de-identified and stored for future research. It would also require providers to obtain new specimens from each patient every 10 years and to manage their consent documents.

Hospital executives surveyed by The Advisory Board Company state their top concerns as minimizing clinical variation, retooling for population health management, meeting rising consumer expectations, developing patient engagement strategies, and controlling avoidable utilization.


Sponsor Updates

  • AirStrip will exhibit at the Health Evolution Summit April 13-15 in Dana Point, CA.
  • Besler Consulting will exhibit at the HFMA Hudson Valley Annual Institute 2016 April 7 in Tarrytown, NY.
  • Crossings Healthcare Solutions will attend the Cerner Southeast RUG April 20-22 in Charlotte, NC and the Great Lakes RUG May 31-June 2 in Chicago.
  • Crain’s Chicago Business names Burwood Group as one of the Best Places to Work for Women Under 35.
  • Caradigm will exhibit at the Care Coordination Institute April 7-9 in Greenville, SC.
  • Clockwise.MD will present at the 2016 Spring Healthcare Tour and Conference April 5-6 in Nashville, TN.
  • CompuGroup Medical will exhibit at G2 Lab Revolution April 7-8 in Phoenix, AZ. 
  • Direct Consulting Associates will exhibit at Health Connect Partners – Hospital & Healthcare IT Conference April 13-15 in Atlanta.
  • Divurgent will exhibit at the Health Information Technology Summit April 10-13 in Washington, DC.
  • EClinicalWorks will exhibit at the NCCHC Spring Conference on Correctional Health Care April 10-12 in Nashville, TN.
  • HCI Group CEO Ricky Caplin earns recognition from Consulting Magazine, KPMG, and the University of Florida Entrepreneurship & Innovation Center.
  • Healthgrades releases its 2016 Outstanding Patient Experience Award and 2016 Patient Safety Excellence Award recipients.
  • HealthMEDX will host its annual user group meeting April 12-14 in St. Louis.
  • Healthwise will exhibit at the Allscripts Central Region User Group April 13-15 in Minneapolis.

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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HIStalk Interviews Miles Beckett, MD, CEO, Silversheet

April 5, 2016 Interviews Comments Off on HIStalk Interviews Miles Beckett, MD, CEO, Silversheet

Miles Beckett, MD is co-founder and CEO of Silversheet of Los Angeles, CA.

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Tell me about yourself and the company.

I’m originally a medical doctor. I went to med school at UC San Diego. I was a plastic surgery resident at Loma Linda Medical Center. I left the surgery program. I was very interested in the technology world. I ended up moving back to LA and starting a digital media company that I sold in 2012.

After selling that company, I was excited about re-engaging with healthcare, taking my tech knowledge and partnering up with a friend of mine from medical school who’s an anesthesiologist — Dr. David Rakoff — and then a product and engineering guy Patrick Cheung, who ran product in my last company. We founded Silversheet.

The idea was to improve life for doctors and other providers and the administrators at healthcare facilities, to make the whole process of interacting with medical staff more efficient. We’re starting out with a credentialing and privileging product to try to automate as much of that process as possible and make it easier for everyone.

You helped create the lonelygirl15 Web series that was massively popular in 2006-2008. What did you learn from that experience?

First and foremost, when the market’s ready for an idea, it’s going to happen. Back in 2005-2006, video was becoming possible online and big platforms like YouTube were emerging. Lonelygirl was obviously a big hit and it was awesome, but there were a lot of other Web series emerging at the time. We were part of a bigger movement.

As I was thinking about new companies and new ideas and things to work on, healthcare was appealing. Not just because of my personal background, but also because for a variety of reasons, change is happening. The Affordable Care Act, adoption of EMR technology, and the general sentiment from doctors and administrators that they want things to be better and to be more efficient. That’s one big lesson.

The second one — and a core of our current company as well — is that by building communities, by connecting people together with technology, that’s really where the power is. Silversheet is a great software product, but even more importantly, it’s connecting the doctors and other providers to the facilities. It’s that exchange of information and ideas that makes the magic.

Healthcare IT doesn’t seem all that exciting compared to what you’ve done in the past and other companies already offer electronic credentialing. Do you see Silversheet expanding into new areas?

We’re not 100 percent sure exactly what direction we want to go in down the road. Most of the investment in time and energy so far has been spent on the way that doctors interact with patients or nurses interact with patients. EMRs are probably the best example, but then other types of services and applications that are focused on that. I just don’t think there’s been a lot of energy on, how does the healthcare system actually function behind the scenes? How do the facilities interact with their doctors and their staff?

We’ve talked to a bunch of hospitals and health systems. We’ve been focused right now on the outpatient setting, almost exclusively with surgery centers initially. We’re trying to learn, how do those medical staff offices and how do the administrators in them, what are the different functions that they’re performing? Any of those areas that we think we could improve through a platform like Silversheet that makes it easier for them to exchange information, we would want to do.

What’s the prevalence of electronic credentialing?

Credentialing itself is a decent-sized market. There’s a billion or so dollars that’s spent on it annually. There actually is a lot of credentialing that’s done both by surgery centers and hospitals and other institutions and insurance companies and medical groups that are doing provider enrollment. It’s fairly big in and of itself.

Most importantly, a lot of the ways that it’s been done before, it’s either outsource agencies that may have some technology but maybe not as much as you might think, or software that still requires huge amounts of data entry on the part of the administrators. The thing we’re doing a little bit differently is trying to automate a lot of those processes.

We automate a bunch of the primary source verifications. We hook into different databases to pre-populate information about the doctor. 

The biggest difference is that because the doctors have accounts, there’s a network. Once a doctor has their credentials in Silversheet, it’s portable. When they go to a new institution that’s using Silversheet, it automatically synchronizes. If they’re not using Silversheet, they can share their credentials with a click. I think that’s fairly unique to our approach.

Do you foresee a more consumer-facing aspect to the business, such as a physician directory or a tool to help consumers make choices?

People have asked us about that. I don’t know. It’s certainly not a focus right now or for the foreseeable future, but anything’s possible.

As someone who works with investors and technologists in Silicon Valley, how do you think they view healthcare IT?

There are two different views. Some people are playing in between.

If you look at the classic Silicon Valley VC, there’s this general attitude of disruption and wholesale change of industries. That’s going to be tough to do in healthcare. The reality is that people’s lives are on the line and there’s a lot of rules and regulations for good reason. There have been some companies that started and ideas that sound great on paper, but when you actually get into the weeds, they don’t work out so well.

On the flip side, there are more older-school healthcare IT vendors that are using old code or old processes or old development strategies. They’re not taking advantage of the network or connected databases and things like that.

There is middle ground. A fair number of new startups that are like that. We hope that we’re one of them. Definitely my perspective and my approach is that I am a doctor. I didn’t practice long, but I did work in urgent care for a year or two after I left the surgery program. There is a component of having a visceral understanding of what it’s like to be a doctor or what it’s like to interact with nurses or to be nurse and be an administrator.

You have to both really understand how people are working in the system, how they’re currently using software, and what they would like to see improved. Then on the flip side, understand the need to go after big markets and do things in new ways and things that are exciting for investors. We’ve tried to do that obviously with Silversheet. We’re tackling a problem that’s like very real and it’s very much burdensome in the lives of both admins and doctors, but there’s big opportunities down the road.

Where do you see company evolving over the next several years?

Certainly over the next year or two, we are focused on making the credentialing and privileging solution amazing. I’d say we’re 90 percent of the way there. There’s always room for improvement.

Software development is an endless process. The best companies like Facebook or LinkedIn are constantly improving. That’s the big focus of ours. There’s a lot of room for improvement. If you look at existing systems, there’s just a lot of things that are not being taken advantage of. When a lot of these systems were first built, email was not really being used much by anyone, so it wasn’t even considered as a part of a lot of the work processes.

Honestly, we’re pretty focused on that at least for the next year or two. There may be other adjacent areas that the medical staff office handles that we might get into. The Affordable Care Act has put a lot of emphasis on quality measures and things like that, so we might get into some of that.

We are still figuring it out and listening to our customers. Almost all of the features that we’ve built since we launched publicly last year have been from customer feedback.

Do you have any concluding thoughts?

I feel like the time is now. Change is happening. As we’ve talked to admins at surgery centers and as we’ve talked to hospital administrators and certainly doctors and other healthcare providers, everybody’s excited about technology and sees a role for it to improve their working lives and the lives of the patients that they treat. I see that as a marked contrast to when I was in my internship in medical school and it was still very much a scary thing for people. I’m really excited. We’re going to see more and more awesome things over the next decade.

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Morning Headlines 4/5/16

April 4, 2016 Headlines Comments Off on Morning Headlines 4/5/16

New York’s Epic EHR ‘go-lives’ please officials, staff

Two NYC Health & Hospitals facilities are live with Epic after an April 1 go-live that a spokesman for the health system went well, explaining, “There were minor issues, but they were dealt with right away.”

Theranos Devices Often Failed Accuracy Requirements

A newly released CMS inspection report confirms that Theranos’ proprietary blood testing analyzer, Edison, failed internal quality control tests 29 percent of the time, while its California lab was also cited for doing tests with unqualified personnel and storing samples at the wrong temperatures.

Proteus Digital Health Presents Interim Results at ACC From a Randomized Controlled Clinical Study of Proteus Discover

Proteus Digital Health announces interim results from an RCT study of its smartpill technology, finding that its smartpill technology improves blood pressure control in hypertension patients significantly. 85 percent of patients using the smartpill achieved their target blood pressure within four weeks, while only 33 percent of participants in a control group receiving traditional care were able to do the same.

AMA taking bigger role in key IT initiatives

Michael Hodgkins, MD, CMIO of the American Medical Association, discusses interoperability and his role on the board of the Sequoia Project, formerly Healtheway.

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Curbside Consult with Dr. Jayne 4/4/16

April 4, 2016 Dr. Jayne Comments Off on Curbside Consult with Dr. Jayne 4/4/16

I had lunch with some of my former colleagues the other day. One of the hot topics was the relatively new Patient-Centered Specialty Practice Recognition program from NCQA. Several of the specialty physicians who were at the table are employed by a health system and are being encouraged to participate in the program as part of an overall accountable care strategy.

The program is designed to recognize specialty practices that are committed to access, communication, and care coordination. Although it should be fairly easy to “encourage” employed physicians to participate as a condition of their employment, the physicians around the table were unconvinced that the independent specialists would be interested.

Our community has many more independent specialists than owned/employed, while the majority of primary care physicians are no longer independent. Several primary care physicians spoke up about the difficulty of trying to achieve Patient-Centered Medical Home recognition since they felt they were being asked to do more but were not allowed by their employers to add staff.

However, at least as primary physicians, they felt they had experience in coordinating care where they didn’t feel that some of their specialty colleagues were ready to take that on. Several complained about narrow insurance networks that require them to work with specialists who have poor communication and coordination skills, using words like “atrocious” and “radio silent” to describe how they hear back from consultants.

I suppose I was lucky to start my career in the days when my employers supported my ability to refer to the specialists I felt were most appropriate and when most of the specialists in the community were credentialed with nearly all third-party payers. The only payer I had difficulty finding specialists for was Medicaid.

As I determined that a given specialist had poor communication skills or was lacking in follow-up or coordination, they quickly fell off my list of consultants. That got me in trouble more than once with senior members of the hospital medical staff, who complained bitterly that a certain new physician wasn’t giving them the referrals they felt they were due. When I was approached about it by a hospital VP who had been assigned to “mentor” me, I explained that I was referring to the junior partners in their practices who were friendly, collaborative, and actually acted as though they wanted to care for my patients. The fact that I was at least referring to the practice seemed to provide cover, but the idea that a specialist would be “owed” referrals due to seniority or status was (and still remains) offensive.

Referring to the specialists I prefer is a bit more difficult now. Our office gets frequent callbacks from patients who are unable to see the specialists that we recommend due to insurance issues. I try to give patients subtle warnings when I am forced to refer them to physicians I would normally not select. I’ll go ahead and provide multiple referral names, putting the people I prefer at the top of the list. but warning the patient that they need to check with their insurance to determine whether they are covered.

Should the patient choose to go out of network, they can. I explain that the less-desirable provider (without using those words, of course) is more likely to be on their insurance and dance around the fact that although they may have strong technical skills and are a “good surgeon” that the patient might experience some “inconvenience” with the office and getting the paperwork back and forth. I hate to have to use a euphemism for “poor care coordination,” but at least it gives the patient a small bit of warning.

My personal friends who are specialists pride themselves on cultivating their referral base and treating their referring physicians well. Should they decide to pursue recognition, I would foresee their main barriers would be dealing with the documentation requirements from NCQA and educating their staff on any tweaks to process or documentation that may result. I know several of them have unwritten policies for how communication and care coordination occur and they’ll need to get these pinned down and consistent across everyone working in the practice.

Another barrier might be cost. NCQA has a reputation for charging more for the PCMH recognition process than other organizations. Specialists have been fairly insulated from some of the nickel-and-dime treatment that primary physicians have been battling for years, so I’ll be happy to have them on board with our cause.

Others may resist in that they believe they are already providing high quality are and don’t feel the need to have someone else tell them they are. We saw that kind of thinking in the early days of PCMH, but things are getting to the point where physicians almost have to have the formal recognition to stay ahead.

I recently read an article about the CareFirst BlueCross / BlueShield program in Virginia, Maryland, and the District of Columbia. Nearly 90 percent of the plan’s physicians are participating. Those that do receive a 12 percent participation fee regardless of performance metrics and without any penalties or risk assumption. It also treats online visits the same as face-to-face ones. CareFirst’s analysis shows that in looking at 2014 data, participating practices took in an additional $41K in revenue above the participation fee. Additionally, 75 percent of its patients had established a relationship with a primary physician.

The program asks physicians to group together in panels that are graded on patient engagement, access, and appropriate use of services. The engagement score holds the most weight and includes patient satisfaction indicators. The panels of physicians are expected to meet monthly to discuss performance and compare notes.

From the provider standpoint, this sounds like the kind of work we need to be doing to help physicians move forward under new care models. Rather than just tell them they need to do a certain thing or achieve a certain outcome, they’re creating support structures for physicians who can work within the collaborative environment to make changes. Participating providers should also receive reinforcement from their peers when they are doing well, in addition to suggestions for changes proven in other practices.

It remains to be seen whether these types of initiatives will appear in the Patient-Centered Specialty Practice realm. I’ll be watching to see whether specialty physicians start gravitating towards this on their own or whether they’ll only head in that direction when forced to by their employers or other external pressures. I’ll be interested to hear what they think of the process and whether it elicits sympathy for the primary care physicians who have gone before them.

What do you think about Patient Centered Specialty Practice recognition? Email me.

Email Dr. Jayne.

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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.

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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.

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