Monday Morning Update 4/14/14

Top News

The New York Times says the White House decided that Kathleen Sebelius needed to go as HHS secretary after her “wooden” appearance on “The Daily Show with Jon Stewart” in October (during which Stewart speculated openly that Sebelius was lying to him about Healthcare.gov) and the pressure she was getting from Republican members of Congress. The President waited until last week until the Healthcare.gov crisis was over to give her the hook, with the Times calling it a “slow-motion resignation.” It may be a first that a Cabinet member was forced out because of a TV show appearance and for antagonizing the other party. Even her carefully orchestrated Rose Garden farewell speech was marred by technical difficulties – she stumbled because her notes were missing a page. I don’t expect much to change with her replacement – Congress and the White House can’t keep their hands out of what HHS is doing, so the Secretary’s job is to announce big changes rather than to propose them (and to be the President’s unusually obedient lap dog in Sebelius’s case.)

Reader Comments

From Anon: “Re: Wipro. Remember how they were going to save the day with low cost IT managed services? Won a $200m contract with Catholic Health Initiatives? Big problems. They can’t even keep Microsoft Exchange running, service applications, HR system, let alone CHI’s various EHRs. Unplanned downtime is becoming a daily occurrence.” Unverified. CHI signed the deal with the India-based Wipro in March 2013, saying it expected to save $42 million over five years.

From NoPicis: “Re: Picis. Just been in a meeting where complaints were ventilated on Picis not being MU2 certified. Nobody at Picis took the time to let their customers base know about their non-compliance.” Unverified. I contacted Picis/Optum but didn’t hear back. ONC shows Picic products as being certified under 2011 criteria.

From Pokey: “Re: Cerner-Intermountain partnership. The baby has a name!” The project will be called iCentra, which is how I would picture Brits pronouncing “eye centre” based on how they spell it.

From Biller: “Re: 1500 format. On April 1, 2014, CMS has required the use of new formats to submit bills, replacing the 1500 format. Our vendor was desperately unprepared and did not have the code to make the change.  And when they did, systems were crashing like cars in a sleet storm. Were the other vendors of billing systems so unprepared?” Readers: if you had this problem, leave a comment and name your vendor if you like.

From Mark: “Re: Oconee Medical Center (SC). A Paragon site, about to be absorbed by Greenville Health System, which is moving to Epic.”

HIStalk Announcements and Requests

It was political maneuvering that caused the ICD-10 delay, according to more than half of poll respondents. Anydoc had a good comment: “For sure, the lack of both provider and vendor readiness in an election year. One could easily imagine the backlash in November elections after a year of debating at nauseum the failures of Healthcare.gov compounded by providers frustrations with payment delays, lost productivity, etc. only one month before going to the polls.” New poll to your right: who is most responsible for the ACA failures like Healthcare.gov that led Kathleen Sebelius to step down?

Saturday is my grammar pet peeve day. Topping my list this week: people who write “it’s” as a possessive. Please, I know it isn’t logical, but the possessive form is “its” so just live with it, OK? Also driving me crazy: people who say “thanks but no thanks” thinking it’s cute, which requires double the number of syllables to say precisely the same thing as just “no, thanks.” OK, one more: using the word “very,” which when used often is either superfluous (“very interesting”) or incorrect (“very unique.”)

Listening: Superdrag, a decent, defunct alterna-pop band from Knoxville, TN. Not to be confused with my favorite Superchunk, which is better, non-defunct, and in fact celebrating their 25th anniversary.

I had HIStalk and the other sites migrated to a much larger server this weekend. It’s a dedicated one running a four-core Xeon processor, 16GB of DDR3 memory, a terabyte of 7,200 rpm disk, an identical second drive just for backups, MySQL databases running on a 120GB solid-state drive for extra speed, and 20TB of premium transfer. OS is CentOS Linux 64 bit and Litespeed. HIStalk keeps growing and response time was slowed at times when hundreds of readers were on at the same time, so the new server should be fast with plenty of capacity for continued growth.

Upcoming Webinars

April 16 (Wednesday) 11:00 a.m. ET. Panel Discussion: Documents, EMRs, and Healthcare Processes. Sponsored by Levi, Ray & Shoup. Presenters: Charles Harris, senior technical lead, Duke University Health System; Ron Peel, technical advisor, LRS; and John Howerter, SVP of enterprise output management, LRS. IT department in hospitals implementing EMRs often overlook the role of document-driven workflows. Prescriptions, specimen labels, and discharge orders, and other critical documents must be reliably delivered with minimal impact on IT and clinical staff. This panel discussion will discuss the evolving use of documents in the “paperless/less-paper” environment.

Acquisitions, Funding, Business, and Stock

A lifeIMAGE blog post says Nuance will enter the image sharing market in a Monday announcement that it will acquire “a small, Atlanta-based company.” I hear (unconfirmed) that company is Accelerad. KLAS ranked the company’s SeeMyRadiology.com #1 in image sharing in November 2013. It’s an odd business for Nuance to be entering, but shareholder pressure to deliver better results may have made diversification attractive for either strategic or accounting reasons even though it strays from the company’s traditional core mission of speech recognition and consumer apps (Dragon, Siri, and software for scanning and PDF editing.)

Medical cart maker Enovate Medical will expand its Murfreesboro, TN headquarters, with plans to create 410 jobs in the next five years.

People

Vermont Commerce Secretary Lawrence Miller, who was tapped to rescue the state’s Vermont Health Connect health insurance exchange after a rocky rollout, is named as the governor’s point person for healthcare reform. His previous background: he founded a brewing company and ran a business that sells pewter jewelry. Meanwhile, the state auditor will investigate Vermont Health Connect and its struggles with vendors Oracle and CGI after a consultant blamed the site’s problems on politics and inexperienced leadership. Vermont has up to $170 million in federal money to spend, gave CGI a contract worth $84 million, and has paid $54 million so far for a crippled site.

Announcements and Implementations

Penn Highlands Healthcare (PA) goes live on its patient portal, or actually “portals” in the plural since the some are Cerner, some are NextGen, and others don’t appear to be from either vendor.

Government and Politics

HIMSS loves Kathleen Sebelius and any other politician who helps divert taxpayer money into HIT vendor and provider pockets, so naturally they gave her a laudatory send-off, saying “the health IT community was blessed” to have her running the department overseeing HITECH payments (and plugging its own EMR Adoption Model in its praise.) I’m suspicious of anybody who refers to a “community” without defining it or explaining how they know what that “community” thinks, especially since most members of the health IT community are citizens paying the ever-rising taxes needed to fund HITECH, Healthcare.gov, and Medicare. Personally, I’m not feeling all that blessed.

The State of Maryland threatens to sue Noridian Health Care Solutions, the $85 million prime contractor of its health insurance exchange.

Technology

April 15 is more than just tax day for nerds jealous at their peers wandering around wearing Google Glass: anybody can buy a $1,500 Glass for that day only without being part of the Explorer program. The downside: it could go into commercial production soon at a lower price and possibly with better features.

The Heartbleed bug in OpenSSL that has exposed web server information (including passwords, credit card numbers, and potentially patient information) for years on two-thirds of the world’s websites was caused by programming error that wasn’t caught by the QA review of the small, open source project, according to the German developer who identified the exploit.

Other

The American Medical Association releases a laundry list of warnings about correlating Medicare payments information to physician incomes. A subset:

• The information could contain errors and CMS doesn’t allow doctors to report inaccuracies.
• Claims filed under a given National Provider Identifier can include services rendered by residents or other healthcare professionals.
• Payments include the cost of physician-administered drugs, which are low margin for doctors.
• Physician payments are actually practice payments that must also cover practice overhead – the physician doesn’t just pocket the Medicare check.
• Medicare’s coding and billing rules vary over time and even by location.
• Doctor’s don’t make all their income from Medicare.

A JAMA editorial by Farzad Mostashari, MD and colleagues from The Brookings Institution says that each primary care physician is in essence a CEO in charge of $10 million in annual revenue, that being the overall annual healthcare spending of the average practice’s 2,000 patients. It concludes that PCPs are underused and that physician-led ACOs will work better than those run by hospitals, but that success has been limited because practices haven’t spent enough on IT or on practice transformation services. It warns PCPs that they will lose control if they just continue with business as usual or sell out to hospitals. I’ll go with that: if you want to encourage efficiency, save money, and improve health and not just episodic healthcare services delivery, the last group you’d want to talk to would be hospitals.

Cleveland Clinic, which anyone who has walked its halls can tell has always treated a cash-paying Middle Easterners, will open a 364-bed hospital in Adu Dhabi, with CEO Toby Cosgrove, MD saying, “We look at it as our petrodollars coming home to Cleveland.”

I missed this announcement from earlier this month: ECRI Institute Patient Safety Organization launches a partnership to identify and learn from health IT safety issues. Among the collaborating organizations are HIMSS, AHIMA, AMIA, ISMP, and AMDIS. Several experts serve on its advisory panel, including David Bates, MD (Brigham and Women’s), Peter Pronovost, MD, PhD (Johns Hopkins), and Dean Sittig, PhD (UT Health Science Center at Houston.)

Contacts

Mr. H, Inga, Dr. Jayne, Dr. Gregg, Lt. Dan, Dr. Travis, Lorre.

More news, HIStalk Practice, HIStalk Connect.

HHS Secretary Sebelius Quits

President Obama has accepted the resignation of Health and Human Services Secretary Kathleen Sebelius, according to White House officials. Her five-year tenure was marred by political acrimony over the flawed rollout of the Affordable Care Act and Healthcare. gov, a source of embarrassment for the Obama administration. 

The President will on Friday nominate Sylvia Mathews Burwell, who has been director of the Office of Management and Budget for one year, to replace Sebelius. She was previously president of the Walmart Foundation, worked at the Bill & Melinda Gates Foundation,  and held several positions in the Clinton White House.

Morning Headlines 4/11/14

Health Secretary Resigns After Woes of HealthCare.gov

Kathleen Sebelius has resigned following a five-year span as secretary of HHS. Her term was marred by the failed rollout of Healthcare.gov, despite a late surge that helped it meet its original enrollment goals. On Friday, she will nominate Sylvia Mathews Burwell, the director of the Office of Management and Budget, to replace her.

Laptops ‘could save doctors’ time’

Researchers at the Birmingham Women’s Hospital in the UK find that physicians in its neonatal unit who use laptops or tablets spend an hour-per-day less on paperwork, compared to those that still document on paper.

WelVU Wins Dignity Health and Box Developer Challenge

Patient engagement platform WelVU takes first place and a $100,000 prize in a Dignity Health and Box sponsored developer challenged which called for "innovative health applications that will revolutionize the way physicians and hospitals educate patients."

Capturing Social and Behavioral Domains in Electronic Health Records: Phase 1

A new Institute of Medicine report recommends expanding the use of EHRs to capture social and behavioral data on patients, saying that EHRs are currently limited in what they can capture, and concluding that this information would be helpful to physicians and public health researchers alike.

News 4/11/14

Top News

ONC head Karen DeSalvo proposes dissolving the agency’s workgroups and forming four new ones in order to reduce redundancy and create a “less siloed” approach. The proposed workgroups would focus on (a) health IT strategic planning; (b) advanced health models and Meaningful Use; (c) health IT implementation, usability, and safety; and (d) interoperability and health information exchange.

Reader Comments

From Jeff: “Re: Medicare reimbursement data. If you use the New York Times tool, it becomes very, very easy to look up your local docs and their payouts.” CMS released Medicare payment data on Wednesday on 880,000 providers who collectively received $77 billion in Medicare payments in 2012. I struggled to manipulate the data using Excel, but it took me just seconds to look up details on all my doctors (and a few doctor friends) using the Times tool. While I understand why doctors aren’t happy that the world can now see much of our tax dollars ended up in their individual bank accounts, the potential analytics value of the data is pretty exciting.

From Lincoln: “Re: Medicare reimbursement data. What’s your take, Mr. H?” The government didn’t release the data until forced, so chalk up one for the Freedom of Information Act and the responsible publications that pressed the issue. I agree with Inga that the information is interesting, but I think it will raise more questions than it answers. The public doesn’t realize how screwed up Medicare payments are, so the nuances of payments made to groups, doctors being paid directly for administering drugs, and other quirks are going to sail right over their heads. CMS isn’t known for outstanding customer service, so who’s going to answer that deluge of questions about specific examples that are so easy to find? Probably the high-earning providers themselves, who are getting calls from their local papers looking for a hot story. What will they say about Medicare rules allow a single specialist to crank out enough high-paying procedures to earn many millions vs. primary care guys barely making a living – it’s better than fraud, but brings up the whole value question that CMS encourages by paying heavily for procedure medicine. I’m also annoyed at the CMS insinuation that citizens should help them fight fraud –  why don’t some of their bureaucrats who understand the rules and are paid to enforce them look at the information themselves and realize that paying some doctor $20 million in a single year might be cause for concern instead of waiting for amateur SAS jockeys to point that out? Our “pay and chase” system is great for providers and great for hiding government inefficiency that would manifest itself as infinitely delayed payments, but it’s not so great for taxpayers. Patients don’t even know what is being billed and paid on their behalf and checks and balances are non-existent. The great thing about releasing this information is that everybody should be embarrassed at the sorry state and high cost of government-funded healthcare, especially the politicians who let it happen.

From CIO D: “Re: eating your own dog food. Here’s our policy on PC lockdowns. If the PC is used predominately by one person (i.e. that’s Joe’s Computer) it is NOT locked down. If the PC is used publicly by many people (i.e. at a nurse station or in a patient room) it is locked down. I think that’s a fair way to handle it.”

HIStalk Announcements and Requests

A few highlights from HIStalk Practice this week include: satisfaction is climbing among primary care EHR primary care users that implemented their system more than two years ago, according Black Book Rankings. Why I found  a Huffington Post article on patient etiquette offensive. CVS wants MinuteClinic to complement and support the broader healthcare landscape. The PQRS and e-Rx program saw sharp increases in physician participation in 2012. CMS offers a Stage 2 MU Attestation Calculator to assess readiness. Independence Blue Cross and DaVita launch a new healthcare business model aimed at reducing care costs. Securing a new-patient appointment is easier for individuals with private insurance. Culbert Healthcare Solutions’ Brad Boyd discusses three factors for success in using informatics. Thanks for reading.

This week on HIStalk Connect: Dr. Travis discusses CRM for healthcare and the shift within emerging healthcare startups to focus on technology that enhances the doctor-patient relationship rather than building patient engagement apps. HIStalk Connect’s Q1 Digital Research Recap highlights some positive findings across telehealth, patient portals, and EHR-driven outcomes research. Scanadu halts shipments on its Indiegogo-backed, tricorder-like Scanadu Scout.

Upcoming Webinars

April 16 (Wednesday) 11:00 a.m. ET. Panel Discussion: Documents, EMRs, and Healthcare Processes. Sponsored by Levi, Ray & Shoup. Presenters: Charles Harris, senior technical lead, Duke University Health System; Ron Peel, technical advisor, LRS; and John Howerter, SVP of enterprise output management, LRS. IT department in hospitals implementing EMRs often overlook the role of document-driven workflows. Prescriptions, specimen labels, and discharge orders, and other critical documents must be reliably delivered with minimal impact on IT and clinical staff. This panel discussion will discuss the evolving use of documents in the “paperless/less-paper” environment.

Acquisitions, Funding, Business, and Stock

Minneapolis-based Healthcare Engagement Solutions, which offers physician collaboration tools, closes a $550,000 angel investment.

Drchrono secures $2.69 million in convertible debt funding, bringing the company’s total to $6.77 million.

Sales

Enclara Health will implement CoverMyMeds to automate prior authorizations in its hospice pharmacies.

Lakeland Regional Health Systems (FL) will expand its use of Allscripts ambulatory EHR and PM, use the company’s managed services, and implement its Payerpath financial management software.

Capital Regional Medical Center (MO) selects Patientco as its patient payment automation solution.

Health information organization SacValley MedShare (CA) selects ICA as its HIE vendor.

Deaconess Health System will integrate its network with Availity for clearinghouse and RCM services at five of its southern Indiana hospitals, 20 primary care clinics, and several specialty facilities.

The Greater Houston Healthconnect selects DICOM Grid to electronically deliver medical images to area hospitals and physicians at the point-of-care.

Bay Area Medical Center (WI) signs a  three-year agreement with Zix Corporation for email encryption.

People

Kareo names Tom Patterson (Teletrac) CFO.

Nextech hires Rhonda Russell (McKesson) as COO.

Carl Byers (Fidelity Biosciences) joins the board of Cureatr.

IMedicor promotes Srini Vasan from SVP of technology to CTO.

Announcements and Implementations

Dignity Health, Box, and The Social+Capital Partnership name WelVU the winner of their developer challenge for personalized patient engagement solutions. WelVU, which allows providers to create customized educational videos during appointments, received a $100,000 convertible note and one-month office space and mentoring.

New Jersey Health Commissioner Mary E. O’Dowd announces the launch of the New Jersey HIN, which connects six regional health information organizations and 9,000 providers.

Wesley Medical Center (KS) adds Lincor’s LINC Technology platform for patient engagement and entertainment to newly updated patient rooms.

Government and Politics

ONC renews its Cooperative Agreement with DirectTrust, a non-profit trade alliance that promotes secure HIE via Direct Protocol.

Technology

The folks at Vonlay remind Epic users that while the Heartbleed OpenSSL vulnerability doesn’t affect MyChart or EpicCare Link because Microsoft’s IIS isn’f affected, the non-Epic parts of the setup might be, such as the load balancer. Web servers can be checked here, assuming the guy who developed the page knows what he’s doing.

Other

An Institute of Medicine report recommends including information about patients’ social influences and behavioral habits in their EHRs to improve outcomes and advance public health research efforts.

HHS OIG reverses a 2011 advisory opinion that had allowed athenahealth to charge $1 to providers not on the athena network for processing their test orders, saying the arrangement could violate anti-kickback statutes. The termination means that athena can no longer discriminate between in-network and out-of-network providers and will therefore charge $1 for all orders. Athenahealth calls the reversal a “setback” for sustainable HIE.

Third-party ACO vendors outperform EMR vendors when it comes to meeting the needs of physician-led ACOs, according to KLAS. Epic and eClinicalWorks earned the top scores among EMR vendors in meeting physician needs.

Researchers at the UK’s Birmingham Women’s Hospital find that doctors save an hour per day using a tablet vs. paper.

I never cease to be amazed by physicians who totally ignore the business side of their practices. Case in point: a Pennsylvania woman, whose job duties included making bank deposits for her physician employers, is charged with stealing $106,000 over a six-year period, the time it took for anyone to notice that the deposits didn’t match collections.

Weird News Andy might have been predictable in titling this story “Nothing to sneeze at.” An MIT study finds that cough and sneeze droplets may travel up to 200 times further than previously thought, which should be comforting to think about when you hear that guy hacking up a lung 10 rows back on the plane.

Sponsor Updates

• Visage Imaging announces Version 7.1.5 of its Visage 7 Enterprise Imaging Platform.
• CCHIT certifies NextGen Emergency Department Solution version 6.0 as a ONC 2014 Edition criteria EHR module.
• HCI Group launches the HCIsustain service line to provide long-term EHR support.
• Greenway Health partners with TrustHCS to assist PrimeSUITE users with their ICD-10 preparation and transition.
• InterSystems will showcase its healthcare solutions and technology at the Ministry of Health and HIMSS Middle East Conference next week in Saudi Arabia.
• T-System CMIO Robert Hitchcock, MD is re-elected to the Emergency Department Practice Management Association board.
• Coastal Healthcare Consulting selects Divide to build its BYOD program.
• Holon is participating in this week’s Texas Organization of Rural and Community Hospitals Annual Conference & Trade Show in Dallas.
• Elsevier Clinical Decision Support posts two short, fun videos explaining how InOrder sets improve quality of care.
• MaineGeneral Health equips its newly-opened Alfond Center for Health with Versus RTLS and seven Versus applications.
• Coastal Healthcare Consulting offers a case study highlighting their data extraction project with Nebraska Medical Center.
• Marla Simmet, executive consultant for Beacon Partners, shares tips for surviving a MU audit on the company’s blog.
• Perceptive Software introduces Content 7, the latest version of Perceptive’s enterprise content management technology.
• UNC Charlotte and Premier partner to develop tools aimed at helping providers improve population health.

EPtalk by Dr. Jayne

The hot news in the physician lounge (and in the elevator, the parking garage, and the locker room) this week was the publication of the Medicare physician payment data. Most of the websites I looked at played up the sensational aspect – the 344 physicians who received more than $3 million in payments in 2012. The AMA and other organizations have tried to block access to the data, citing physician privacy concerns and the potential for inaccurate information. Patient advocacy and consumer groups argue that the data will help the public identify providers who provide quality, cost-effective care.

I looked at the data in a couple of different formats:

• The data files directly available from CMS
• The New York Times site
• The Wall Street Journal site

I searched not only for myself in the database, but several of my friends and quite a few physicians who make me crazy at work. Just from eyeballing, I can see that there may be issues with the data. My OB/GYN BFF was cited as receiving barely more than $1,000 from Medicare – 18 breast exams and 15 pap smears. I’ve seen her data in our billing system and she saw (and was paid for) many more Medicare procedures in 2012 including hysterectomies, endometrial biopsies, and more. She doesn’t participate in Medicare Advantage plans, so I’m not sure why there are amounts missing.

In my opinion, the Wall Street Journal site had the best explanation about the data and what it does or does not represent. In short:

• It may not present the full picture about a physician’s practice and its revenue
• The complexity and similarity of CPT codes make it hard to compare physicians
• Physicians may have been paid for others working under their supervision
• Physicians caring for complex patients may be paid more
• It doesn’t include Medicare Advantage payments or procedures that a physician performed on 10 or fewer patients, nor does it include payments for services billed under an employer’s provider number
• Physicians who bill for imaging or other high-overhead services may receive higher payments
• Medicare payments are different across the country

The New York Times site had an explanation about the source data, but it wasn’t nearly that comprehensive. One CMS administrator was quoted as saying, “We want the public to help identify spending that doesn’t make sense.” I’m not sure how providing the data as it currently exists would help the general public decide whether it makes sense or not.

The payments also include reimbursements for drugs – from flu shots to high-dollar chemotherapy agents. Depending on the specialty and type of drug, the physician may be receiving anywhere from less than the cost of the drug to a significant markup or even rebates.

Major institutions including the Cleveland Clinic, the Mayo Clinic, and the University of Michigan Health Systems issued statements explaining how some of their physicians are compensated. Many are employed physicians. Others may be part of project such as the Michigan Primary Care Transformation demonstration project, where the director was tagged for more than $7.5 million in payments for 207,000 patients cared for by 1,600 physicians.

Given the nature of the data released, I don’t see how anyone could extrapolate quality of care or cost effectiveness. I would be concerned, though, if my physician was an outlier among those in the same area or specialty. Looking at one of the physicians who makes me crazy at work, he received more than four times the amount of payments of some of his colleagues. I know that he sees an insane amount of patients, works 12-14 hours a day six days a week, and is essentially a robot. His patients know he’s a robot because he refuses to address more than one patient concern in a single visit. Knowing those facts, maybe his numbers make sense.

If you’re a physician, did you look at your own data? Did you look at that of your peers? If you’re in IT like me, did you check out the physicians based on whether they are naughty or nice? What’s your take on the data? Email me.

Contacts

Mr. H, Inga, Dr. Jayne, Dr. Gregg, Lt. Dan, Dr. Travis, Lorre.

More news, HIStalk Practice, HIStalk Connect.

Morning Headlines 4/10/14

DeSalvo proposes new direction for ONC

Speaking at a Health Information Policy Committee on Tuesday, Karen DeSalvo, MD, proposed dismantling the ONC’s existing HIT workgroups and forming new ones that would address: HIT strategic planning; Advanced health models and meaningful use; HIT implementation, usability and safety; and Interoperability and health information exchange. Paul Tang, vice-chair of the HITPC said, "This is a nice step-back point. Now that we’ve finished wrapping up our comments and advice on Stage 3, we will begin to look a lot toward how are we getting the value from meaningful use.”

Final Notice of Termination of OIG Advisory Opinion No. 11-18

The HHS’s Office of Inspector General has reversed its 2011 decision on the Federal anti-kickback statute as it applies to transmitting patient referrals through an unnamed ambulatory EHR vendor’s "trading partner" network. The OIG originally approved of the network, but has since decided that it creates a situation in which transaction fees may be financially influencing referral decisions.

Lincoln Health Center request gives county pause

In North Carolina, Lincoln Community Health Center is looking to local county commissioners to pick up half of the $2 million it will cost to implement Duke University’s Epic system. The county thinks that Duke, which is paying the other half, should be on the hook for more.

CMIO Rant with … Dr. Andy

CMIO Rant with … gives CMIOs a place to air their thoughts or gripes. Yours are welcome.

The Great Prescription Pad Race
By Andy Spooner, MD

Which is more usable: a prescription pad or a computer?

That’s a no-brainer. For writing a prescription, the pad wins, hands down. Consider its features:

• Instant-on. No booting up. Just reach in your pocket and you are ready to go.
• Compact, lightweight. Did I mention your pocket?
• Self-documenting. No need to print a summary describing the prescription.
• No irritating pop-ups with irrelevant alerts.
• Patient-centered. The pharmacist can fill in missing information (liquid or tablet or capsule? brand or generic?) based on patient preferences.
• Flexible. Can be taken to any pharmacy. No need to route it to a specific place, or even to ask the patient about a preferred pharmacy.
• Streamlined. No need to worry about pharmacy benefit management rules. The pharmacist can sort all that stuff out.
• Information-persistent. If the family has a question about an apparently erroneous prescription, they can read the details right off the prescription when talking to the after-hours nurse.
• No record-keeping clutter. Patients can just tell us about their prescriptions next time we see them. They could just bring in the bottle or something.

With all of these advantages, surely only the geekiest of pencil-necked CMIOs would advocate an electronic method of prescribing, right?

Of course not.

The prescription pad is easier only if we define the work as the minimum possible activity that a doctor can do to get a prescription into a patient’s hands. The truth is, we are not done with the task of prescribing when we hand the slip of paper to the patient. If we think we are, then the pad seems far easier to use—more usable—than any electronic health record or e-prescribing system.

The above competition is absurd, of course, in an era when, according to the CDC’s National Ambulatory Medical Care Survey, over 80 percent of office-based physicians in 2013 used electronic prescribing. That rate rose from less than 60 percent over the past three years. E-prescribing is here to stay.

But we still hear about how unusable electronic medical record systems are. In The Atlantic this month, we read that a doctor who sees 14 patients a day spends “1-3 hours” each day entering orders. Assuming that each patient needs some orders for health maintenance (screening lab work), prescription renewals, and maybe a few diagnostic tests and referrals, it’s hard to take that statistic seriously. It’s clear that the writer is irritated at his EMR, and there may be some legitimate design or implementation issues with it. But 1-3 hours of ordering per day? C’mon.

Somewhere between the slapdash paper prescription and the three hours of daily ordering is the truth. Managing clinical information takes some amount of time, and some of it should be done directly by physicians. Some of this activity serves a “compliance” goal that you may not like, but all of it is a part of building a system of healthcare that serves a worthy goal.

If we insist that all clicks are wasted time, then we can’t have a conversation about usability, because under the prescription pad scenario, the only usable computer is one you don’t have to use at all.

On the other hand, if we insist that our current systems are bad because of hyperbolic, data-free assertions about how the EMR is making our lives miserable, we are similarly blocked from making productive plans to improve usability because, well, it’s just too darn much fun to complain.

My thesis, then, is that EMR usability is not as much about design as about expectations. Variations in what these expectations ought to be between different perspectives will lead to unproductive conversations (or no conversations at all) about what it means to have an EMR that’s easy to use.

All I know for sure as a CMIO is that physicians want all of this stuff to be easier to use. We also want these systems to read our minds, but that’s at least a couple of versions away, if I am understanding the vendor presentations at HIMSS correctly.

Andy Spooner, MD, MS, FAAP is CMIO at Cincinnati Children’s Hospital Medical Center. A general pediatrician, he practices hospital medicine when he’s not enjoying the work involved in keeping the integrated electronic health record system useful for the pediatric specialists, primary care providers, and other child health professionals in Cincy.

Health IT from the CIO’s Chair 4/9/14

The views and opinions expressed in this article are mine personally and are not necessarily representative of current or former employers. Objects in the mirror may be closer than they appear. MSRP excludes tax. Starting at price refers to the base model, a more expensive model may be shown.

ICD-WHEN …  But It Is Not Fair!

I have an 11-year-old daughter (I have a nine-year-old daughter too, but she is not part of this post, which ordinarily would be a problem except that HIStalk has a fairly low readership among the nine- to 11-year-old girl demographic, so I’m probably safe just referencing one kid.) My wife and I hear a very common phrase from our 11-year-old, which is, “But it is not fair!” (as you read the line, insert a foot stomp, a hand on the hip, or some exaggerated facial expression.) The good news is I’m told that challenging fairness or having an exaggerated sense of being wronged are normal things for a girl her age.

So why I am raising this?

A couple of weeks ago, our daughter told us the ultimate “But it is not fair!” story at the dinner table. She had a lot of homework and had stayed up late doing it, only to be told by her teacher the next day that since many kids complained, everyone would be given an extra day to complete the assigned work. She had strong feelings that, “But it is not fair!”

Let’s fast-forward to the shocking news we all heard on Thursday, March 27. The House had voted to delay ICD-10. Emails were flying around. Some were forwarded by well-intended people thinking they were breaking the news by passing on various listserv posts. Most were from leaders or team members deeply involved in the ICD-10 project. These emails — while sometimes containing more colorful language – essentially proclaimed, “But it is not fair!”

As I have thought about it, I guess that really is the right phrase to describe our ICD-10 delay situation. The root of the issue is that those organizations that have been preparing and working really hard at ICD-10 and sacrificing other things to get ICD-10 done feel wronged. We studied hard for the test, we made the sacrifices, we checked in with our bosses to be sure this was something we really had to do. Then, without warning, poof! Another delay.

Others feel ICD-10 has not been fair all along. This point of view would say that a break is needed from all the bureaucratic burdens, especially for small hospitals and solo physician offices.

So how do the pros and cons of this all play out?

On the cons side:

1. Momentum. Many organizations had made room for the project and spent a lot of money to get ready. It will be hard to rally the troops again for the big ICD-10 project now that it has been delayed. ICD-10 with its many delays can officially be called ICD-WHEN? It will be hard  to insist with credibility to physicians and others that we have to aim for a new hard date.
2. ICD-9 was developed in 1979. That kind of stands on its own. That was 35 years ago. Things have changed, but the ICD codes have not.
3. Monies have been invested and spent on training. Training, like computer hardware and milk, just don’t age well.
4. We have transparency problems in healthcare today. Better coding was not going to solve that in itself, but it was going to help.
5. Better analytics will come from better data. ICD-10 was going to help us get better data.
6. It will be hard to quantify the opportunity cost of ICD-10. Since we all thought we had to do it, we skipped doing other things. More importantly, our vendors skipped doing other things. I bet folks have an impressive list of opportunities on their to-do lists.
7. Many of our systems are now in limbo. Code is loaded and tested, but now those systems need to stand down.

On the pros side:

1. Folks who need the extra time will have it.
2. Heck, I guess ICD-11 is just around the corner.
3. I suppose some version of phased go-lives might be possible with systems at larger hospitals on track.
4. More dual coding data means more testing. It’s hard to say more testing is bad.
5. With our extra time, we can find more obscure ICD-10 codes and make fun of them, like “V95.43, spacecraft collision injuring occupant.”

I’m disappointed that ICD-10 was delayed, probably equal parts for the delay itself and the way it was delayed. But in the end, I think this one is best summarized by my daughter: “But it is not fair!”

Darren Dworkin is chief information officer at Cedars-Sinai Health System in Los Angeles, CA. You can reach Darren on LinkedIn or follow him on Twitter.

HIStalk Interviews Ryan Beckland, CEO, Validic

Ryan Beckland is CEO of Validic of Durham, NC.

 

Tell me about yourself and the company.

My co-founder Drew Schiller and I started the company back in 2010. Originally we were a health engagement company doing incentivized weight loss programs. That product was fine. We just needed to expand it in order to make it more interesting for our customer base.

One of the ways we wanted to expand it was by building a bunch of API integrations into mobile health apps and devices. We built this incentivize system that took advantage of API integrations from consumer technologies and took it out to the market. 

People would say, “You’re saying you can take the data from all these apps and devices and deliver it to our database?” We’d say, “Yeah, and then you know, we’ve got incentive programs and assessments and blah blah blah.” They’d say, “But the data … I can put it right in my portal?” I’m talking about health engagement, but they’re talking to me about data.

Drew and I heard that enough times where we finally said, wait a second, what if we just got rid of everything else we‘re doing and just gave the customer a single API access point? It gave you access to all these APIs that we had integrated. That’s when we started to hear people in healthcare say, “That would be great, because we have all these problems with integration.” That was the germ of it in the fourth quarter of 2012.

Other companies have jumped in offering tools for developers who might otherwise struggle with healthcare-specific issues such as HIPAA. How are your offerings different?

We’re a very specific niche. We’re not every layer of infrastructure in health IT, nor do we want to be. We’re just a network that connects mobile health apps and devices to the healthcare system. 

Think of Validic as a phone company. You pick up the phone, not because you want to call AT&T, bur because you want to make a call to another person that’s on the network. You connect with Validic in order to get access to data. We just make it really easy to get access to data. 

There are other companies doing things like HIPAA-compliant server architecture, data storage, file storage, stuff like that. That’s not what we do. We grab data from databases and move it to other databases. We just make it really simple for healthcare customers to get access to those data sources.

How are companies using your product?

There’s a very wide range. Within the hospital environment, we have hospitals spinning up new models of patient care based on better maintenance of chronic conditions and ongoing interventions. Population health management within the hospital system is a big thing. Patient engagement is huge right now. We fit nicely into both patient engagement strategies.

Outside hospital IT, we have health insurance companies using data to create better risk management models and attract less-risky customers. Everything from pharma companies doing clinical trials to population health management or corporate wellness companies doing different types of health engagement strategies. It really runs the whole broad range of healthcare.

What interest are people expressing in collecting information from wearables or other body sensor type devices?

Certainly some of what we’re hearing is exploratory. People are trying to figure out what’s useful about this data.

There’s a couple of things going on. We have a proliferation of technologies in mobile health. To categorize mobile health as step tracking or basic activity tracking is a little unfair. Not that you’re doing that, but I think it’s a little unfair by the industry.

Mobile health runs the range of home blood pressure monitors, glucometry, COPD and asthma treatment devices, the whole gamut. We think of mobile health as being any app or device for the provision of medical care outside the context of the four walls of the hospital. Any device that is used either in the provision of care or in health engagement outside of a hospital has a very difficult time getting data from the device back to the actual provider. That’s where we fit in.

We get interest from a very broad range. Some people only care about blood pressure. Some deployments only care about glucometry. Some only care about fitness and activity tracking. It’s not that people are just grabbing a lot of data to figure out if there’s any value to it. Our customer typically has a clear a strategy about why they’re integrating with Validic, what exactly they want to do with the data they’re going to get, and they’re executing on that strategy.

At the same time, there is a lot of exploration going on as well, where people take that specific use case and say, “If I can also get a bunch of activity data and mash that up with the glucometry data that I really care about, maybe there’s something interesting there.”

You must have more than just interfacing since you need the infrastructure to acquire the data and move it out to the cloud.

What we do is mostly a pass-through. We do persist data in our system, but all the data within Validic is de-identified.

The patient will log in to the patient engagement portal. Within that portal, they have the ability to connect apps or devices. When they connect their Omron blood pressure monitor, we facilitate that, grab the data from the online database, and deliver it back to the hospital. But we never actually know who that individual is. We don’t know their name. We don’t know their address. No identifiable characteristics whatsoever. 

In terms of the infrastructure itself, Validic is not designed to be a data storage mechanism or anything like that. We’re mostly just a pass-through that de-identifies everything with regard to the HIPAA safe harbor standard to make it safe to connect this universe of apps and devices back to the hospital without HIPAA risk or data liability risk. 

It’s a robust infrastructure behind the scenes to do that in scale. Our population today is quite large and growing really, really fast. Any time you have an infrastructure technology that’s growing really fast, you can get that there’s a whole bunch of smart technologists behind it, running as fast as they can to keep everything working.

You’re sending the hospital de-identified data along with some sort of key that lets them re-identify it?

Yes, exactly. The patient will log into the portal and connect their Omron device. They pass us a token that represents a user. We deliver Omron’s authorization page to give the hospital permission to grab the Omron data. That also provides us a token. We just match the two tokens together. We don’t have to know anything about the actual end user at all.

I noticed that you’ve got at least the beginnings of an app store. What kind of an ecosystem do you foresee developing around the companies that use your technology?

We do have a type of an app store. I guess you could think about it that way. Today we have 87 deployed app devices and we’ll be adding roughly 40 more in the coming weeks.

What’s happening today is that we’re in a very, very nascent market in this mobile health space. There’s a lot of apps and devices that are going through trials now. We know this because we sponsor a bunch of health-focused accelerator programs. But we also have good relationships with a lot of big manufacturers. We know that there’s stuff coming out in 2015 and 2016 that is going to many, many steps beyond basic activity tracking. But today, there’s not a ton that’s out there. There’s not a ton of different disease categories you can target through mobile technologies today, but there’s a lot more coming. That’s very exciting for us.

I think what we’re going to see is a lot of work being done in COPD and asthma. We’re going to see a lot done in medication adherence. We’re going to see a lot done in smoking cessation, which isn’t clinical per se, but it’s definitely important. Those are the key areas that we see a lot of activity happening. Frankly, I wish we could find more in smoking cessation. There’s some interesting things happening. I think there’s a lot of work to do there. 

It’s really cool that we have things like the Qualcomm Life X Prize, which is a $10 million prize. It’s a tricorder prize. They’re trying to incentivize teams to create a tricorder, the thing from Star Trek that scans your body and tells you what’s wrong and can even do basic clinical treatment. Qualcomm put up $10 million to say, “Hey, who can build a tricorder or the closest thing we can build to it with today’s technology?“ There’s a lot of teams competing for that. 

I think there’s going to be a lot of interesting technologies that spin out as the result of that big carrot sitting out there. That’s something we’re watching very closely. There’s a great deal of interest to see what comes of it.

Where do you see the company’s focus in the next two or three years?

We have a lot of work to do on just integrating apps and devices in the ecosystem. We’re very fortunate that the healthcare community has embraced Validic with very open arms. A lot of people have been waiting for this type of a solution. 

There’s just a lot of work to do still on integrating apps and devices. That’s our primary focus. Improving the breadth of the marketplace that we have. Helping to foster business models for the apps and devices that are out there. These are all core focuses for us over the next couple of years. There’s just a lot of work to do.

Do you have any final thoughts?

Just to give you a little context on the breadth of the demand for mobile health technologies today, when we launched the market 12 months ago, we had zero people on the platform. Zero population size. Today our population size is about 30 million. Actually, it’s a little more, it’s about 33 million lives. That’s growing by about 40 percent month over month. There’s a huge amount of demand.

This is a very exciting time in healthcare, particularly in mobile health. We’re just honored to be part of the growth in that space.

Validic is committed to helping bring mobile health technologies into the primary provision of healthcare. To that end, we are supporting research projects focused on the utilization of mHealth data in the provision of healthcare, specific disease verticals, population health management, and other innovative areas that drive forward our mission. We are looking for research projects that can make use of our robust set of API connections to help the healthcare ecosystem better understand how mHealth works within the context of clinical care.  

There is still a lot of work to do to help doctors understand and leverage the power of mHealth, but we are excited that Validic is helping pave the way.

Morning Headlines 4/9/14

ABILITY Network Receives $550 Million Strategic Investment From Summit Partners

ABILITY Network, a web-based Medicare billing technology vendor, announces a $550 million strategic investment from Summit Partners, a growth equity investment firm.

Northwest Patients to Gain Easy Access to Clinicians’ Notes

Nine health systems and medical groups in Oregon and Southwest Washington will begin sharing physician notes with their patients as part of an OpenNotes project that will reach one-million patients in the region.

Hospital still profitable after tax rejection

St. Bernard Parish (LA) voters reject a one-year property tax proposal that would have paid for a new electronic medical records system and several new full time employees at its publically-owned community hospital.

Phoebe Putney Health System Picks MEDITECH 6.1 EHR

691-bed Phoebe Putney Health System (GA) choses Meditech 6.1, marking it the second 400+ bed win for Meditech this year.

News 4/9/14

Top News

Minneapolis-based Medicare billing technology vendor Ability Network (formerly VIsionShare) will receive a $550 million strategic investment from Summit Partners. The company characterizes the investment as a recapitalization rather than an outright sale. CEO Mark Briggs has spent time with Carefx, NaviNet, and QuadraMed.

Reader Comments

From Smartfood99: “Re: Meditech. First it was a 400+ hospital in NJ, now an even larger academic hospital in GA. Does Epic not control this space any more?” Phoebe Putney Hospital (GA) will upgrade from Meditech Client/Server to Meditech 6.1, with the 691-bed hospital choosing that system because of its integration and lower cost of ownership. It would be fun to talk to someone there to find out what Epic and Cerner put on the table.

From Chris: “Re: OneReach Health. What do you hear about them?” Chris is a hospital guy and not a company shill, so I took a look. The Denver-based company offers Web-based VoIP phone solutions: inbound IVR-powered call management, text messaging, appointment confirmation, reminders, smart inbound call routing based on previous calls, and integration with EHRs. They were in the Startup Showcase at the HIMSS conference. That’s all I know.  

From Reluctant Epic User: “Re: eating your own dog food. I don’t see us doing that in my own IT shop. On the desktop side, we give our users a poorly configured, un-optimized desktop image and strip them of administrative rights so the machine that they have to use each day is so locked down it becomes unusable. Outside of the IT shop, the majority of us get our healthcare elsewhere, too.  IT users should be forced to use the same desktop image as everyone else. I would be curious to hear if others are attempting any sort of dogfooding.” I’ve often railed against IT shops that lock down PCs without regard to individual user expertise, solely to reduce  support desk calls, with IT and usually the finance departments being exempt. Readers are welcome to chime in – do IT department users get treated the same as the rank and file whose technology they oversee? 

From For Real: “Re: [PM / EHR /secure email vendor name omitted]. Word is they are finished. Layoffs and not paying vendors. No loss to the industry.” Shares dropped 23 percent Tuesday to $0.01, valuing the company at $6.5 million. For the last fiscal year, it reported revenue of $106,000 and a net loss of $7.2 million. As a comment on a stock message board questions, “Why does this thing even trade?” I omitted its name because it’s publicly traded, although at a penny a share nobody probably cares much.

From Dim-Sum: “Re: Defense Department EHR. DHMSM is rounding out their final RFI, but the DoD is wondering, ‘Did we ask the right questions?’ Vendors are scratching their heads wondering what am they are signing up for, and where is the ‘assumptions’ section? Do COTS vendors really want to sift through almost synchronized-archaic pre-Aramaic scribe data from CHCS – CHCS II, and AHLTA? Do they know the agony of making AHLTA data useful? Could the incumbent purveyor of AHLTA actually spell ONTOLOGY?  You are going to have to embrace the pain of migration and conversion. If you think that is bad, wait until you meet ‘Mr. MODS’ (Military Operational Deployment System) designed by a firm that cannot spell HealthKare. Rumor has it that the DoD wants to consolidate the solutions from Air Force, Army and Navy. As the SIs finalize their wooing of COTS vendors, we wonder will CSC announce that they are partnering with an outfit from Overland Park, KS? Will Leidos keep searching for a tenable partner or are they running on the fear that they may lose the re-compete? I guess Accenture and Leidos are not sure if they want to go to the prom together? Will IBM convince the DoD that once in for all a hardware company can install ‘Badger State’ software? Could anyone have predicted that the incumbent would have bowed out after a few phone calls to HCA Healthcare references? Where did McKesson go? Did the Allscripts Eclipsys ever come to fruition? Is it true that the Greek Goddess of Wisdom, Warfare, Divine Intelligence, and Service Oriented Architecture actually find their acute companion in Malvern, PA? And what about the VistA cult? Expect the RFP to drop Q4 2014 and your dreams should resonate on Q3/Q4 2015 when the prize will be rewarded to the team that approaches DHMSM from a practical, methodical, and sound technological foundation (as well as a sense of humor.)”

From FDASIA Work Group Member: “Re: FDASIA report. I’m not sure it’s fair to describe the work group members as pro-vendor. Much of the discussion was about increased regulation in certain domains, but unfortunately due to time limits, that didn’t make it into the report because we couldn’t come to agreement on what that would look like. I would have guessed the FDA would have regulated more given our discussion, but they also have to consider how practical enforcement would be as well as politics.”

From Epic Consultant: “Re: Epic post-live problems. I have worked with four relatively large places with consistent themes of failures in physician productivity, poor revenue cycle performance, and inability to manage patient navigation. It’s not news that later adopters are having issues given the sheer number of installed clients, but for every vendor that got to be Epic’s size, there was a rise in post-live problems where productivity never made it back to the baseline. I’m not sure if this is a general trend.” Readers are welcome to describe their experience.

From Graham Grieve: “Re: CDA security issues. Readers might be interested.” HL7-provided style sheets that display C-CDA documents have made 2014 Certified EHRs vulnerable to attacks from maliciously composed documents, according to ONC’s SMART project. If you are a vendor of a Web-based EHR, you should pay attention.

HIStalk Announcements and Requests

Welcome to new HIStalk Platinum Sponsor Validic. The Durham, NC-based company offers the healthcare industry’s premier technology platform for connecting health systems, providers, drug companies, payers, and health systems to 80 mHealth apps and devices (in-home monitoring, wearables, and apps) all with one easy connection. Its mobile ecosystem delivers standardized, FDA Class I MDDS, HIPAA-compliant consumer health data covering 30 million lives. Customers use it for monitoring patient engagement, monitoring patients remotely, collecting clinical trials data, and monitoring medication and preventive wellness adherence. Thanks to Validic for supporting HIStalk.

I learned something from this recent YouTube video about Validic that I found: Mark Cuban is an investor and talked up the company at SXSW a few weeks ago.

A tweet from an attendee of a healthcare marketing conference says that a survey by Agency Ten22 found that HIStalk is the most-read blog of hospital C-suite readers. Thanks if you are one of them.

Listening: new from Austin, TX-based Ume, a female-led melodic, guitar-heavy rock band (they sound a bit like Metric) that should be wildly popular but isn’t.

Upcoming Webinars

April 9 (Wednesday) 1:00 p.m. ET. Think Beyond EDW: Using Your Data to Transform, Part 1 – Avoiding Analysis Paralysis. Sponsored by Premier. Presenters: Kristy Drollinger, senior director of population health analytics, Fairview Health Services; J.D. Whitlock, corporate director of clinical and business intelligence, Catholic Health Partners; Sean Cassidy, general manager of information technology services emerging business unit, Premier, Inc. Are you ready to invest in an integrated data platform? Do you have a strategy to make the information accessible and actionable? How will enterprise data warehousing transform care delivery? There’s more to data analytics than simply deploying an EDW. Learn what goes into becoming an information-driven enterprise in the first webinar in this series.

April 9 (Wednesday) 1:00 p.m. ET. The Path to Shared Savings With Population Health Management Applications. Sponsored by Health Catalyst. Presenters: Eric Just, vice president of technology, Health Catalyst; and Kathleen Merkley, clinical engagement executive, Health Catalyst. The presenters will look under the hood at several advanced applications built on a Late-Binding Catalyst data warehouse, showing how to identify care variability, define populations, report key indicators, apply flexible risk stratification models, and measure process metrics.

April 16 (Wednesday) 11:00 a.m. ET. Panel Discussion: Documents, EMRs, and Healthcare Processes. Sponsored by Levi, Ray & Shoup. Presenters: Charles Harris, senior technical lead, Duke University Health System; Ron Peel, technical advisor, LRS; and John Howerter, SVP of enterprise output management, LRS. IT department in hospitals implementing EMRs often overlook the role of document-driven workflows. Prescriptions, specimen labels, and discharge orders, and other critical documents must be reliably delivered with minimal impact on IT and clinical staff. This panel discussion will discuss the evolving use of documents in the “paperless/less-paper” environment.

Acquisitions, Funding, Business, and Stock

Wellframe, developer of a mobile care delivery and management platform, secures $1.5 million in seed funding from multiple investors, including Jonathan Bush (athenahealth), Russ Nash (Accenture), and Carl Byers (Fidelity Biosciences).

Care management software developer Bjond raises $3.25 million in Series A funding.

Allscripts CEO Paul Black made 22 percent less income in 2013 than in 2012 because he didn’t earn a bonus, giving him $7.1 million in compensation for the year. CFO Richard Poulton’s total compensation was $3.9 million.

Sales

Antelope Valley ACO (CA) selects eClinicalWorks Care Coordination Medical Record for population health management.

The Defense Logistics Agency awards GE Healthcare’s Datex Ohmeda division a $19.8 million contract for patient monitoring systems and services.

People

Trace Devanny joins Nuance Communications as president of the company’s healthcare division after spending 30 months as chairman and CEO of TriZetto, leaving that company a month after it relocated its headquarters to Colorado.

EDCO Health Information Solutions promotes Andy Williams from director of field operations to VP of business quality and process improvement.

Huron Consulting Group hires Rob Schreiner, MD (Kaiser Permanente Georgia) as managing director of its healthcare practice.

Cumberland Consulting Group names Amy VanDeCar (Compliance Implementation Services) senior principal of its life sciences practice.

Freeman Health System (MO) names Thomas Glodek, MD (The Physician Advisory Services Group LLC) as CMIO.

Announcements and Implementations

Quest Diagnostics launches the MyQuest by Care 360 portal to provide patients direct access to their lab test reports. The release coincides with a federal rule going into effect this week that allows patients to view test results without physician approval.

Nine health systems and medical groups will adopt the OpenNotes movement in making clinician notes available to their patients Washington and Oregon, including Kaiser Permanente Northwest, which starting providing its information to members on Tuesday.

The Canadian Intellectual Property Office awards EDCO Health Information Systems a patent for its Solarity medical record scanning and indexing technology.

Government and Politics

CMS paid 367,228 eligible professionals $168 million under the PQRS program in 2012 and $335 million to 227,447 EPs under the e-Rx incentive program. Payments under the PQRS program decreased 35 percent from the previous year with EPs earning an average of $457. Under the eRx program, incentive payments jumped 18 percent and the average incentive payment was $1,474 per provider.

CMS releases Bonnie, a tool for testing implementation of electronic clinical quality measures (eCQMs) in EHRs. CMS also posts updated specifications for the Eligible Hospital eCQMs under Stage 2 MU.

Other

Lexicode, Anthelio, and KForce earn the top overall performance scores in a KLAS report on outsourced coding. Two-thirds of providers say they plan to keep or expand their current service.

A Computerworld IT salary survey finds that application development is the most sought-after skill in the IT world, followed by help desk and IT support. In 2013, IT salaries grew 2.1 percent and bonuses increased less than one percent. 

I love this list of things to look for before trusting the conclusions of an article or survey. Pay attention to these and you’ll ignore nearly every loudly trumpeted study or survey that earn simplistic headlines from sites too lazy to read beyond the executive summary:

• The headline may hype a conclusion that the research doesn’t deliver.
• The authors work for vendors or otherwise stand to benefit.
• It may conclude that A caused B rather than the actual fact that A was correlated to B without necessarily causing it.
• The sample size may have been too small, or even more importantly, may not have been carefully chosen as a proxy for the group it claims to represent.
• The authors focus on one aspect of a study and ignore the less-favorable findings.
• The publisher doesn’t have high review standards.

A low-income clinic requests that commissioners of  Durham County, NC give it $1 million to pay for an Epic implementation, with Duke University Health System offering to pick up the remaining tab of the $2 million project. Commissioners were surprised that the money was requested immediately in preparation for an implementation and go-live in three months.

Voters soundly defeat a $9 million property tax levy that would have allowed 40-bed St. Bernard Parish Hospital (LA) to replace its dysfunctional billing system and to implement electronic medical records. 

Crain’s New York Business reports that for former CEO of Barnabas Health (NJ) was paid $22 million when he retired in 2012, while the CEO of Atlantic Health made $10 million in the same year.

Beth Israel Deaconess Medical Center (MA) launches a pilot project in which it will share clinician notes with psychiatric patients,

Weird News Andy calls this article “New Organs from Old,” suggesting its use for giving a diabetic patient a new pancreas or a CIO a new liver. Stem cell scientists rebuild a functional mouse thymus by reversing age-relating shrinking.

Sponsor Updates

• Summit Healthcare and S&P Consultants partner to provide an enterprise-wide Cerner downtime solution.
• e-MDs adds PDR Brief to its EHR, giving users enhanced drug information and alerts from PDR Network.
• Borgess Health (MI) reports a $9 million increase in appropriate revenue within a year of implementing the Nuance Compliant Documentation Management Program.
• Health Data Specialists will attend the Cerner Pacific West Regional Users Group meeting in San Diego, CA on April 22-24 and will also attend the 2014 Texas Regional HIMSS Conference on April 22-23 in Dallas, TX.
• Cornerstone Advisors will offer two presentations at the 2014 Texas Regional HIMSS Conference on April 22-23 in Dallas, TX.
• The American Board of Internal Medicine uses Truven Health Treatment Pathways 3.0 to help identify wasteful healthcare as part of its Choosing Wisely initiative.
• Levi, Ray & Shoup introduces Independent Document Bundling, a document automation solution to automate the retrieval and merging of documents in different formats from various sources.
• Navicure posts its April and May events calendar.
• BlueTree Network co-founder Ted Gurman offers tips for making the most of the ICD-10 delay in a company blog post.
• Acadiana Center for Orthopedic and Occupational Medicine (LA) shares details of the benefits it has realized since implementing Greenway’s Intergy EHR and Practice Analytics.
• RazorInsights releases its April conference schedule.
• Deloitte seeks applications for its 20th annual ranking of the Technology Fast 500.
• Wolters Kluwer Health releases Lippincott Advisor App for Android and Apple smartphone and tablets.
• Perceptive Software launches its hybrid cloud foundation Perceptive Evolution at this week’s Inspire 2014 in Las Vegas.
• Bottomline Technologies announces the general availability of its Healthcare 5.1 platform, which includes enhanced functionality for eCapture, eSignature, and On-Demand forms.

Contacts

Mr. H, Inga, Dr. Jayne, Dr. Gregg, Lt. Dan, Dr. Travis, Lorre.

More news: HIStalk Practice, HIStalk Connect.

Morning Headlines 4/8/14

10 years after the revolution

Modern Healthcare recounts the history of the ONC and the impact each of the previous four national coordinators has had on shaping US health IT policy.

Proposed Risk-Based Regulatory Framework and Strategy for Health Information Technology Report; Notice to Public of Availability of the Report and Web Site Location; Request for Comments

The FDA begins accepting public comments on the FDASIA Health IT Report. The comment period ends July 7, 2014.

Kaiser Permanente Northern California Department of Research to notify participants of potential breach

Kaiser Permanente notifies 5,100 patients of a data breach that potentially exposed full names, age, gender, address, race, medical record number, and lab results. The breach, Kaisers fourth, stems from a malware-infected server that was being used to store research data.

Curbside Consult with Dr. Jayne 4/7/14

I renewed my battle today with Big University Medical Center in trying to get my information corrected on its patient portal. Unfortunately, my efforts were derailed by a much more sinister problem – basic office chaos.

Luckily I’m a nice, stable patient so I only have to visit Big University’s outpatient clinic once a year. They run chronically late. I’ve learned to always schedule the first appointment of the morning so I can have a chance to make it to my own office before noon. I make sure to arrive on time if not early because they tend to triple (if not quadruple) book appointments and I want to be the first of the cohort to be roomed. I also bring plenty of reading material so I don’t go out of my mind when I inevitably end up waiting.

I shared the elevator with a member of the office staff who was reviewing a printed patient appointment schedule (including names, appointment reasons, and dates of birth.) I’m not sure why anyone would need to take home a printed schedule since they have a big-time EHR system with remote access and plenty of redundancy and they definitely shouldn’t have been reviewing it openly in the elevator.

I hit the floor 15 minutes early (as instructed by my appointment reminder that came through the patient portal) only to find the doors locked and six patients standing in the hallway. The weather was decent, so bad roads or traffic weren’t a viable excuse. They finally opened the doors just a few minutes before my appointment time and all the patients hustled to the check-in desk.

Since the office doesn’t use sign-in sheets (purportedly for HIPAA purposes) they told everyone to sit down and they would call us up in appointment order. Most of the patients were retirees and began grumbling. While we were waiting, we were treated (via the open floor plan check-in desk) to one of the receptionists chatting about some birthday party she was invited to.

By now, it was past the first appointment time and we got to watch her start up her computer, stow her personal items, then walk away. 

My process improvement brain had engaged. I decided to do an impromptu time and motion study. She was gone four minutes and came back with an open cup of coffee. I know there are no OSHA requirements about coffee at a desk, but there ought to be some rules about open liquids and eating around computers. Not to mention that slurping coffee in front of patients is unprofessional. 

The first receptionist had checked in two patients and had called me up before the second one was ready to start working. The receptionist apologized about my wait. I mentioned that their reminders tell everyone to come early. She said she knew it was a problem and they’ve asked to have the message modified several times because they don’t open early. They didn’t have a printed patient information form to verify, but rather read all our demographics aloud and asked for verbal verification.

I felt bad asking her about my patient portal problem and spared her the long story. I simply asked if they had a help desk number I could try before I left the office since all the demographics are correct at the practices where I’m seen but are wrong on the portal. The only advice she could offer was to try the help feature from within the portal.

By this time, they had four patients checked in. It was 15 minutes after the first appointment time (assuming I was actually in the first slot as I had requested) and not a single patient had been called back by the clinical staff.

I was placed in an exam room with the door left open. While waiting for the patient care technician to start my visit, I was treated to conversations about other patients coming later in the day, various people walking back and forth chatting about their weekend activities, and a physician who normally doesn’t work at the satellite location who didn’t know what exam rooms he should work from or who his assistant would be. Not exactly a vote of confidence for patient privacy or engagement.

Last year my physician had used a scribe to document my visit in the EHR. I figured at least once they would try to blame the EHR for the delays. As they started my visit, I realized they wouldn’t be scapegoating the EHR – the office had gone back to paper. The tech started documenting my visit on a photocopied paper template. She did reference the electronic allergies documented in the EHR and re-documented them on paper, so score one for patient safety. She also reviewed the previous note input by the scribe as well as a “backup” paper note that apparently was documented during my last visit.

I let her know I wanted to talk about a new concern that popped up in the three months I waited for my appointment. She responded by letting me know my physician was no longer caring for “routine follow up” patients and I would have to find a new doctor if the new concern didn’t turn out to be anything serious. I’ve already been handed off multiple times within this practice, so I’m no stranger to starting over, but I thought the timing was poor.

I finally saw the physician 45 minutes after my scheduled appointment. She remembered that I’m a member of the community teaching faculty for Big University and offered to keep me as a patient even though my new concern turned out to be nothing. I should probably feel grateful to not have to change physicians again, but I think I’m going to anyway. Their office is a mess and I get aggravated every time I go. Simple things like a) cutting the personal chatter while there are multiple patients waiting; b) being vigilant about behavior when the practice has an open floor plan; and c) manifesting obvious “hustle” when you know you’re late opening would go a long way towards reducing that aggravation.

Now they’re not using EHR any more, so my data isn’t available to share with other physicians. There’s not an advantage of staying there vs. finding a physician at one of the other institutions in town. If my records are going to be in silos, it doesn’t really matter if the silos are 20 miles apart or right next door. The clinic always posts a loss and blames it on the number of Medicaid and charity patients they see, but after several years of this routine, I’m fairly convinced that poor management has as much to do with it as patient mix.

I’ve never received a patient satisfaction survey from this location, but hope I get one today. I’ve got some choice recommendations to share with them, although I don’t think it will make much of a difference. It doesn’t matter how much we spend on IT or whether the systems have outstanding usability if we can’t get back to the basics and actually manage our offices, whether they’re academic clinics, private practices, or hospital outpatient departments.

Making sure that IT functions support our mission by synchronizing automated reminder messages with actual office practice, having help desk support for patient-facing systems, and ensuring staff come in early enough to turn their computers on before they start assisting patients are a must as well. There are numerous stressors on all our healthcare systems and personnel. We have to come up with ways to fix them.

Have any creative ideas? Email me.

Email Dr. Jayne.

HIStalk Interviews C.T. Lin, MD, CMIO, University of Colorado Health

C. T. Lin, MD, FACP is CMIO at University of Colorado Health.

Tell me about yourself and the health system.

My title is chief medical information officer of UC Health. We were just University of Colorado Hospital and now we are now a five-hospital partnership.

That role allows me to continue to practice medicine, both inpatient and outpatient. It’s about 20 percent of my job to see patients in general and internal medicine. Then 80 percent of my job is overseeing the deployment of our electronic health record, the physician-computer interface, and the information flow through the organization.

Is it important that you continue to see patients to be successful in the other 80 percent of your job?

Yes, both for my own sanity and a reality check. Because I feel like if I stop seeing patients, I become more of a suit and less of a healthcare provider. Also because, as one of my colleagues said,  you have to eat your own dog food sometimes. I find that to be a helpful grounding. I also enjoy seeing patients. So for several reasons, I think it’s important for me to continue.

You’ve used the terms “secretive” and “paternalistic” about hospitals sharing patient information with the patients themselves. Is that a challenge in most places and is it changing?

Yes and yes. It’s a challenge in many places. I’ve been talking about opening up the patient’s chart for both online communication as well as release of test results — and soon, opening up their progress notes — for over a decade. We started working on this in 2002.

Even now — perhaps a little bit less so than back then — there’s a lot of resistance from physicians, from administrators, to thinking that, “Why would we? This is doctor’s work. This is not patient information. It’s too hard to explain. it’s going to increase our workload.” There’s lot of potential fears, and unfortunately, there’s very little research data.

It’s a little better. We’re helping to contribute to the data. But a lot of it’s theoretical fear with no grounding in the research data or real-life experience.

There’s not a lot of pressure being brought on hospitals and doctors to force the issue. Are there any signs of a growing movement that will increase expectations?

I agree that there’s not a lot of pressure. There’s not a lot of organized patient pressure, aside from the Society for Participatory Medicine. You probably have interviewed Danny Sands or he’s been a contributor before. I really like what that group is doing. In fact, we’ve published in their journal as well, in terms of our views on trying to be more transparent.

But aside from groups like that, which are applying some pressure, hospitals do not feel a lot of direct pressure from their individual patients. Meaningful Use has helped with that in terms of saying that certain fraction of your patients need to receive and be able to download and transmit their own patient information. But that’s viewed as a government regulation, not as the right thing to do just yet. So unfortunately, that’s the case.

Describe how the My Health Connection portal supports how patients want the healthcare system to work.

Patients want to be treated with respect. They want doctors to be responsive to them. They want to have convenience of accessing advice. 

We make it so hard for them. We say that our office hours are from here to here. You can then talk to an on-call person, who may or may not know you. We put high school graduates on the phones so that when patients have symptoms, you have to struggle through the first line of defense with the front desk staff. If you’re lucky, maybe you get the triage nurse. And boy, it’s all nearly unheard of that you actually get to talk to the doctor on the telephone.

Part of that is intentional, because we think that doctors are overworked, and part of it is old structure. Allowing us to have online transactions allows patients to bypass all of that. They can get directly to medical knowledge. They can get directly to opinions from others. They can get directly to other patients’ experience, as well as get directly to their doctor.

This improves patient satisfaction, but threatens the hierarchy of the doctor being in the center of the spider web. Sometimes they’re not any more. Sometimes they’re not up on the latest research on Familial Mediterranean Fever, whereas the patient spent 12 hours reading on the latest thing. The hierarchy is being overturned. Physicians who are not ready for this change are being very much threatened by it.

Is today’s practice of medicine configured correctly for the expectations of population health management, where instead of seeing patients sitting in front of you, you are managing patients who may not have reached out to you at all?

Boy, that’s an hour’s conversation. Yes, I think that medicine is not configured appropriately for the coming pressure of population health management. 

We have several big things standing in our way. One is the payment structure, which we still are in for the most part fee-for-service. That’s beginning to change and it is changing in the right direction. In some ways, it’s back to the future where we had capitated care and you were paid per-member, per-month. You could be motivated to say, for my 2,500 patients in my panel, it’s more efficient for me to make phone calls. In some cases, my staff to make phone calls, in some cases, me to do online conversations. Then restrict in-person visits to my sickest, most complex patients.

If we were paid for that sort of model, which I think is coming, then online transactions will become a much more attractive option for physicians, who currently look at online transactions as stealing from my mouth because I don’t get to bill for that work at this point.

Will motivation change in the right direction under a risk-based or value-based model?

I hope so. Certain organizations have tried this a couple of times before with variable success. I don’t have a crystal ball, but I’m hopeful that payment reform will push us much more towards online or creative ways of not forcing patients to come see us in clinic.

All of us in healthcare are patients ourselves at one time or another and we’re usually just as unhappy as everyone else with the result. Do you hear a lot of those stories?

Yes, but unfortunately less so from the decision makers in the organization. Does that make sense? I mean, you hear it in meetings occasionally, “Hey, I was really frustrated when my mother, XYZ.” But the folks who really need to internalize that need to be the C-suite folks who need to say, you know, this is so important to us that we need to move forward.

We had a CEO, this was a couple of CEOs ago, who really championed and passed for us. He had a saying: “We should not make any changes in our systems unless a patient feels a beneficial impact.” I thought that was a brilliant way of taking a filter towards all of the activities at the hospital and the clinics.

Is the health system using patient input for more substantial decision-making in areas that would have been strictly in the medical domain before?

Yes, we’re starting to. We formed a patient and family-centered care group. It’s a 30-member panel of former and current patients who meet monthly. We frequently take topics to them.

For example, when we have concerns or complaints from patients about, “You released this test result too soon,” or, “How come you wait a whole week to give me this test result? I think you need to change that,” it’s no longer a C.T. plus a couple of physician champions making a decision. We take that to the PFCC group and we say, “One of your patient colleagues says this. What do you guys think?” Then they give us feedback on that sort of thing. Increasingly, we’re trying to insert one of the PFCC representatives into many of our committees for hospital decision making in general, but that’s a slow process.

I borrowed John Halamka and CareGroup’s rules on release of test results to patients. To this day, when I go to the Epic meetings and formerly Allscripts meetings and talk about our policy on test results release, people are aghast that we are this aggressive. I think the rules are to release all blood tests with no delay, with the exception of HIV and genetics testing. Then we release all plain film results with no delay. In fact, patients see it the same time as the doctor does, with only a seven-day delay on CAT scans, MRIs, and PET scans, and then a 14-day delay in pathology. That served us well since 2009, so it’s been five years now.

Then we’re moving towards OpenNotes. We were invited to be part of the Open Notes project back in 2011, but it turns out that was the year that we were deploying Epic and ripping everything out from underneath all the doctors’ feet. We did not have an appetite to do that. But we’re looking to get primary care into OpenNotes by summer of this year.

Is the primary patient benefit of giving patients access to their results that they can be relieved at getting a normal result, or do they have other reactions?

What we’re seeing from patients is, “Why is there any delay? This is about me. This is not for you to sit on and think about for a week or two. I want to know for myself. And if I have a question, I have Google and millions of hits and pages I can read about, so that by the time I have an interaction with my doctor, I can have an intelligent question.” That was perhaps the biggest push from our patients who value the immediate release.

Secondarily, we insist that our physicians also send an interpretation message along, but we ask patients their forgiveness that it could take up to two business days for our doctors to comment on the test result. Commonly, they’ll get their lipid panel, and then two days later, their doctor will say, “This looks pretty good and here’s what I would recommend next.” 

In fact, one of my patients said, “What I really like about your system is that not only is it on my portal, but my portal’s mobile on my phone. It’s like having my doctor in my pocket. It’s really a very positive loop.” 

The other thing that patients tell us is, “When you show this to us this transparently, it means you have nothing to hide. I don’t often look at my test results in real time, but the fact that I get a ding and know that it’s on its way and you’re not hiding anything from me really increases my trust in the organization.”

It has always puzzled me that for inpatients, there’s no patient equivalent of the medication administration record or a daily itinerary. We make the patients sit there in a box and either come to them or wheel them out when we want something. Do you see any pressure to make them feel more in charge during their admission?

Absolutely. In fact, I think it was Tom Delbanco who wrote a nice opinion piece challenging physicians on the inpatient side that just because the paradigm is that we never share anything with a patient, is that truly the best care? He challenges us, and I agree, that having the patient look over their med list allows them to get more educated; allowing a family member to look it over as well. It’s another set of eyes for safety. 

We are striving to move in that direction. The challenge is, even we don’t know sometimes what’s happening with the patient that day. The primary care team comes by and says, we consulted GI, we think you might need an endoscopy. A few hours later, the GI team comes by. They have to decide whether endoscopy is the right thing to do for this patient and whether or not to bump someone else off the schedule so that this patient gets the endoscopy. The plans may change three or four times during the day. 

Being able to show that to the patient in a way that’s comprehensible. The patient wakes up in the morning and says, where’s my schedule that says my endoscopy is at two? Well, five times during the day that schedule plan will have changed. Is that worse or better for the patient to see that you’re on the schedule, you’re not on the schedule, you’re at the end of the day, you’re at 2:00. No, you’re off the schedule again. “What are you guys doing? Are you not talking to each other? This is crazy.” 

We have some practical things we have to solve in order to be able to present something to the patient that makes sense and that doesn’t increase anxiety.

Is the system so illogical that to expose any of it to a patient can do nothing but harm?

I don’t necessarily agree with it, but it’s not a straightforward, obvious answer of, “Let’s just open the kimono, it’ll be great.” That’s not true.

At the same time — I know I’m talking out of both sides of my mouth — I want to push hard for transparency. But you have to leaven that with some realistic expectation that it appears to be chaotic unless you are very familiar with how a hospital works. The first time you see it, you’re like, “What the heck is going on here?”

Releasing test results on the inpatients is something else that we have written about. But if you go to JOPM, the Journal of Participatory Medicine, we wrote a two-page editorial or case study about a patient who we had signed up through My Doctor’s Office and clinic when they were a transplant candidate. This patient underwent a transplant and went into the ICU. When he was unconscious, his wife was using his portal to access inpatient test results because we did not filter them out. 

As a consequence, the patient was telling the nurse, “Hey, that potassium result is back, how come you’re not doing anything about it?” We had an emergency call from that nurse to our office saying, “I didn’t realize that patients could get their own test results. This is a terrible idea. You need to turn this off. You are ruining my ability to care for this patient.” 

That alarmed us. We did not make a change, but we went to investigate. The next nurse on shift, said, “This is the best thing ever. I finally have a way to engage the patient and the family in a way that I could never do before. I could ask them, you know, if you would just let me know when you see that test result — I’m looking as well, but when you see that blood gas come back and I haven’t seen it yet, feel free to give me a buzz. I can come over and we can have a talk about what we’re doing and why.” 

We have completely divergent ICU opinions about whether this is a good idea for test results release on the inpatient. We think fundamentally it’s the right thing, but we have to retrain our nurses and our physicians and our staff, to be able to accommodate that sort of conversation, because in many cases we’re not ready for it.

What technology possibilities have the most promise to improve patient engagement in the next three to five years?

Three to five years is a long horizon. Three to five years ago, there was no such thing as an iPhone. 

We’re completely upside down, and I think mobile has really moved along a great way. It would be neat to have patients be able to gather virtual teams to care for them. Moving into the future, personalized medicine is a big catch phrase, but means different things to different people. In some cases, it means being able to use my genetics and customize a treatment for me. That’s been well written about.

What’s been a little bit less written about is personalized medicine, where for a patient can aggregate a group of experts that he wishes to put together, not necessarily what the physician wants to put together, and be able to have a multi-disciplinary conversation. I’m not exactly sure what form that takes, but you could have a primary care-internal medicine input, you could have a cardiology input, you could have a pulmonary input and some way — whether it’s asynchronous or synchronous conversation — get your experts to communicate together about your care.

That would be an astounding way of moving forward using transparent records and transparent communication as a foundation. I’m not quite sure exactly what that looks like yet.

Do you have any final thoughts?

I wear a couple of hats in addition to my CMIO hat. One of them is on physician-patient communication. I teach a workshop at University of Colorado to our medical students and our residents called “Difficult Physician-Patient Relationships.” There are communication tools that we teach that, unfortunately, many of my colleagues don’t regularly use. What’s worse is that when we move to electronic tools like personal health records and electronic health records, we know that emotional connections between patients and physicians are 60 percent body language and 30 percent tone of voice and pace of speaking. It’s only about 10 percent the actual words that you use.

When you strip away 90 percent of a connection between a physician and patient and leave the words behind, it’s proportionally more difficult to establish a good relationship. I’m not sure many people are looking at that unintended consequence as we’re moving to virtual communication and virtual relationships. There’s probably a need for explicit retraining of physicians to handle an altered relationship in order to continue to derive the most value from it going forward.

Morning Headlines 4/7/14

IMS Health raises $1.3B in 2014′s second-biggest IPO

IMS Health completes its IPO, selling 65 million shares at $20 and raising $1.3 billion for the company. Stock prices closed at $23 Friday, up 15 percent, at the end of its first day of trading.

5 Things About States With Problem-Plagued Health Exchanges

Oregon, Maryland, Massachusetts, Nevada, and Hawaii are named as having the worst health insurance exchange marketplaces in the country.

Oversold Conditions For Athenahealth

In trading on Friday, analysts watching key financial indicators warned that Athenahealth’s stock had entered into oversold territory. The stock closed down 11 percent by the end of trading Friday.

Beebe rolls out $33 million electronic records system

Beebe Healthcare (DE) goes live on its $33 million Cerner system, concluding a nine-month implementation and a two-year vendor selection process.

Monday Morning Update 4/7/14

Top News

Thoughts on the months-late FDASIA report (based on an earlier work group report) that proposes minimal FDA oversight of healthcare information technology:

• Vendors should be breathing a sigh of relief. The report contains nothing new and in fact takes FDA further away from having health IT responsibilities.
• The report proposes that IT vendors continue to be self-regulated without FDA’s involvement, turfing any new responsibilities to ONC rather than FDA.
• The report is intended to stimulate discussion about what other parties might do. FDA’s only to-do is to “actively engage stakeholders” to implement the framework the report proposes. In other words, the report doesn’t impose responsibilities on anyone.
• The report seems uncomfortable addressing the issue that an IT system may or may not be safe depending on how its users implement and maintain it, which is a clear distinction compared to single-purpose medical devices approved for use in specific ways. That may have been the overriding factor – vendors could product a perfectly safe IT system that is rendered unsafe by how a customer does with it.
• Products will be regulated only if they post significant risk to patient safety. FDA does not propose regulating anything it isn’t already regulating. If it’s not a medical device, FDA won’t regulate it. The FDA’s definition is above, although it is more appropriate for distinguishing a medical device from a drug than for determining whether a given information technology is a medical device.
• The report proposes grouping products into three categories, but that’s irrelevant from a regulatory standpoint since the medical device category would continue to be the only one regulated.
• FDA’s recent Class 1 recall of an anesthesia information system that displayed the wrong patient information seems at odds with the draft, which says that FDA will focus only on the medical device portion of such a system.
• It’s still user beware when it comes to clinical decision support systems, order entry, and results reporting since FDA proposes no change in their current unregulated state.
• The report suggests that ONC create a Health IT Safety Center in collaboration with FDA, FCC, and AHRQ, which in effect puts IT patient safety under ONC’s purview rather than FDA’s.
• The report says that while ONC’s certification program addresses only EHRs, it has the authority to certify other health IT systems. That’s an interesting observation given that “certification” as it exists today only affects providers interested in collecting government handouts, but the implication seems to be that such certification should address all vendors and users. 
• Better interoperability standards and testing criteria are needed, the report says.
• The report urges adoption of practices for healthcare IT implementation that address installation, customization, training, contracting, and downtime, suggesting the use of ONC’s SAFER Guides as a starting point.
• The report proposes that vendors and products undergo “conformity assessment” that could include product certification, testing, inspection, or vendor attestations. It suggests private industry conformity assessments except in situations where patient safety is critical, in which case government assessments would be appropriate. It mentions NIST’s usability standards.
• The report notes that vendor contract terms and customer fear of liability impede the free flow of information.
• The report agrees with IOM in suggesting that vendors be required to list products that include any degree of patient risk with ONC. That’s a new suggestion, that ONC require software vendors to register products that meet specific criteria.
• The report has a 90-day comment period, although I could find no stated process for submitting comments.

The FDASIA’s original work group whose recommendations from last summer were incorporated into this report contained an industry-friendly mix of members. By my count, 15 of the 30 members represent vendors or investors, six come from government or associations, four are academics, three are providers, one is from a testing organization, and one is a consumer.

Reader Comments

From Jack: “Re: John Muir Health. It has been a long time coming, but we’ve arrived: our state-of-the-art electronic health record (EHR) and revenue cycle system are now live within John Muir Health! With today’s go-live, all of our hospitals, outpatient clinics, Home Health, John Muir Medical Group practices and several IPA practices are on our single, integrated EHR, as are our patients’ health records. This is great news for John Muir Health, and even better news for the patients and communities we serve. With the entire health system up and running on Epic, all patients will benefit from improved service and care coordination.”

HIStalk Announcements and Requests

Only 12 percent of respondents say they’ve benefitted as a patient from an HIE. New poll to your right: what force is to blame for the delay in ICD-10 enforcement? Clicking a radio button alone doesn’t provide much insight, which is why it would be swell if you’d click the “Comments” link at the bottom of the poll after voting to explain your position.

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

Listening: San Diego-based No Knife, apparently defunct since 2003 other than a few reunion shows. The were kind of emo-indie with quite a bit of complexity. Also: the re-formed and touring Zombies, with Rod Argent and Colin Blunstone (both 68 years old) sounding amazing on new stuff as well as “Time of the Season,” “She’s Not There” and Argent’s “Hold Your Head Up.”

I added my Twitter support to the Thunderclap project of OpenNotes. As a patient, I should able to see the notes providers have made about me. The fact that this is a controversial issue tells you how paternalistic and patient-unfriendly healthcare is.

The Twitter word that signals someone is about to do some stealth bragging: “honored” (us when humbly but firmly announcing their recent success in being published, featured as a speaker, or given a high-visibility role.)

Upcoming Webinars

April 9 (Wednesday) 1:00 p.m. ET. Think Beyond EDW: Using Your Data to Transform, Part 1 – Avoiding Analysis Paralysis. Sponsored by Premier. Presenters: Kristy Drollinger, senior director of population health analytics, Fairview Health Services; J.D. Whitlock, corporate director of clinical and business intelligence, Catholic Health Partners; Sean Cassidy, general manager of information technology services emerging business unit, Premier, Inc. Are you ready to invest in an integrated data platform? Do you have a strategy to make the information accessible and actionable? How will enterprise data warehousing transform care delivery? There’s more to data analytics than simply deploying an EDW. Learn what goes into becoming an information-driven enterprise in the first webinar in this series.

April 16 (Wednesday) 11:00 a.m. ET. Panel Discussion: Documents, EMRs, and Healthcare Processes. Sponsored by Levi, Ray & Shoup. Presenters: Charles Harris, senior technical lead, Duke University Health System; Ron Peel, technical advisor, LRS; and John Howerter, SVP of enterprise output management, LRS. IT department in hospitals implementing EMRs often overlook the role of document-driven workflows. Prescriptions, specimen labels, and discharge orders, and other critical documents must be reliably delivered with minimal impact on IT and clinical staff. This panel discussion will discuss the evolving use of documents in the “paperless/less-paper” environment.

Acquisitions, Funding, Business, and Stock

Interesting points on the big IPO of IMS Health. The company was taken private a few years ago and its three main private equity investors (who bought in for $5.2 billion) will nearly triple their money by taking it public again. As often happens when the private money guys take control, IMS has loaded itself with debt along the way, jumping from $1.3 billion in debt before they got involved to a current $4.9 billion. It will use the IPO proceeds to pay the debt down to $3.95 billion. Annual revenue is $2.5 billion.

Shares of athenahealth plunged 11 percent on Friday, with shares dropping 28 percent in the past month.

Sales

Etransmedia Technology licenses its Connect2Care patient engagement platform to Merge Healthcare.

People

Gary Lakin (Microsoft) is named CEO of Australia-based oncology vendor charmhealth.

Announcements and Implementations

Scanadu starts distributing its wildly hyped $199 tricorder-type diagnostic to its Indiegogo backers, but has to stop when it finds a several problems, including algorithm errors, incorrect temperature readouts, and breakdown of the machinery that creates the device’s case. The Scanadu Scout can’t be sold until approved by FDA, so the backers had to sign up as study participants. With those kinds of problems, it’s a long shot that FDA will ever approve the device.

Government and Politics 

US CTO Todd Park has been minimally visible since the Healthcare.gov rollout fiasco and the ensuing Congressional subpoena, but he shared celebratory champagne with contractor QSSI early Tuesday morning after the site exceeded its goal of enrolling 7 million people.

The Wall Street Journal recaps the five states with the most problem-plagued health insurance exchanges, all covered here previously: (1) Oregon (still not working); (2) Maryland (dumping its dysfunctional system and moving to the one Connecticut developed); (3) Massachusetts (still not working); (4) Nevada (carriers are being sent incorrect information); and (5) Hawaii (not being used because state law already required employers to provide insurance).

Influential House lawmakers continued Thursday to press the Department of Defense and VA for failing to create a single EHR that would follow service members during and after their service. According to Rep. Rodney Frelinghuysen (R-NJ), who chairs the committee that funds the DoD, “It’s enormously frustrating. It makes us angry. … This is way beyond the claims backup VA has. It’s pretty damn important.” Rep. Pete Vicslosky (D-IN) added, “We fought a world war in four years. We’re talking interoperability of electronic medical records from 2008 to 2017, and I’m appalled.” The DoD’s assistant secretary of defense for health affairs says the current approach is to allow the two separate systems to talk to each other, which is says has been a problem nationally and why DoD wants to buy its own commercial product for $11 billion instead of using the VA’s VistA for free.

The State of Connecticut says that Windows XP, which finally goes off support Tuesday after Microsoft replaced it in 2008, still runs 20 percent of its computers, including all of the Department of Corrections and 43 laboratory instruments. The state is planning to pay Microsoft $250,000 to continue receiving Windows XP security patches, which may or may not keep it safe from potential HIPAA violations for running an unsupported and potentially compromised operating system. According to Microsoft, “Businesses that are governed by regulatory obligations such as HIPAA may find that they are no longer able to satisfy compliance requirements.” Another report finds that 77 percent of British companies still run XP and only a third of those surveyed plan to upgrade.

The Missouri House sends a bill to the Senate entitled the “Second Amendment Preservation Act” that would make it illegal for a healthcare professional to use an EMR that requires information about a patient’s access to firearms.

Innovation and Research

Maybe we really do need Amazon to get into healthcare. Check out its new Dash device that allows easy ordering through its AmazonFresh grocery delivery program (only available in Southern California, San Francisco, and Seattle for now.)

Technology

Billionaire AOL founder Steve Case decides on a whim to invest $100,000 each in all 10 startup teams pitching at the inaugural Google for Entrepreneurs Day. Among the companies funded is Nashville-based InvisionHeart, a Vanderbilt spinoff that is developing technology that converts EKGs to digital form for sharing in the cloud.

Other

The local paper covers the $33 million Cerner go-live at Beebe Medical Center (DE), featuring CMIO Jeff Hawtof, MD.

The two HIEs located in Columbia, MO (Missouri Health Connection and Tiger Institute Health Alliance) say they may talk about sharing information despite disagreements that arose when Missouri Health Connection demanded that Tiger Institute pay it. The current setup means that two Columbia hospitals could be close together but unable to share information because each participates in a different HIE.

Contacts

Mr. H, Inga, Dr. Jayne, Dr. Gregg, Lt. Dan, Dr. Travis, Lorre.

More news: HIStalk Practice, HIStalk Connect.

Time Capsule: Can’t We All Just Get Along? Why IT and Clinical Jobs are Different

I wrote weekly editorials for a boutique industry newsletter for several years, anxious for both audience and income. I learned a lot about coming up with ideas for the weekly grind, trying to be simultaneously opinionated and entertaining in a few hundred words, and not sleeping much because I was working all the time. They’re fun to read as a look back at what was important then (and often still important now).

I wrote this piece in April 2010.

Can’t We All Just Get Along? Why IT and Clinical Jobs are Different
By Mr. HIStalk

I worked several years in hospitals before I went over to the IT dark side, spending time in both frontline patient care and operational management. It’s a lot different than working in IT. For those who’ve spent their entire healthcare careers sitting at a desk in front of a monitor, I thought I’d point out some of those differences as I see them.

The most dramatic difference is the timeline. IT people are the Pentagon generals fretting over long-term plans and organizational structure. Clinicians are the ground troops who are under siege by an enemy of superior number, hoping only to survive until the end of their shifts. Picture the soldiers in “Platoon” sitting in on a Pentagon press briefing — that’s how IT project meetings go down when clinicians are invited. Fragging is inevitable.

The biggest divide between IT people and patient care employees is that those people on the front lines don’t get to eat lunch out. Ask a surgery nurse about good restaurants and they’ll only know about close-by Chinese buffets willing to box up group order takeout clamshell boxes for 20 co-workers. Meanwhile, the IT people know all the fancy places with great appetizers and patio dining, although they don’t always know the prices since vendors often pick up the tab and even drive (anyone who knows anything about hospital parking will see the value in being picked up and dropped off curbside).

Team relationships are different for the front-liners. Clinical job skills are theoretically interchangeable, so the biggest difference between one nurse and another doing similar work is their attitude and work ethic. They don’t get to coast because they’re the only Oracle DBA or the last surviving in-house COBOL programmer. Out on the floors, nothing matters except what you got done during your last shift and how well you supported those around you. 

In my experience, IT’ers stab each other in the back a lot more. It’s an organizational behaviorist’s dream to put a bunch of Type A IT management people in a conference room and watch them skillfully undercut each other, lobby for suck-up points with the ranking person in the room, and dodge ugly assignments, all without being obvious.

Non-IT’ers are not nearly as subtle in the art of war. If they get mad, there will definitely be shouting, scowling, and storming out of the room. Their blow-ups are more spectacular, but are over almost immediately and everybody makes up, most likely with immediate hugs all around and a cake brought from home the next day (frontline workers eat on the job a lot). Come to think of it, that matches the timeline above — IT people are playing an intricate, involved chess game while the frontline workers go right for the boxing gloves.

Clinical people are blunt compared to their reserved and polished IT counterparts. If an application sucks, they’ll tell the CIO directly. They don’t mind ripping the "helpless” desk in front of the people who manage it or to complain that all the IT’ers are fast asleep in their beds when the network crashes at 2 a.m. Out on the floors, communication is urgent and potentially life-saving, so the ability to be soothing and politically correct is not valued. IT skin toughens a little after dealing with crusty night shift nurses who call people by their last names or that 25-year OR veteran who can make cardiac surgeons cry. You might as well expect eye-rolling and watch-glancing if you drag out a 45-minute PowerPoint that’s more propaganda than useful information.

Floor people don’t know or care about C-level management. To 90 percent of hospital employees, "management" means a nurse manager, supervisor, or ancillary department manager, not the $500K suits sitting in the really nice offices. They have probably never seen a hospital office that had good furniture, secretaries, and carpet on the floor. They also question (probably rightfully so) whether those suits really understand what it’s like to actually deliver the services that hospitals are paid to deliver. To the frontline worker (and, truth be told, probably to patients as well), nobody is vital to the mission if they aren’t working weekends and holidays. That’s why IT executives make a big show out of bringing in donuts at 6 a.m. during go-lives.

The biggest dividing line is salary, of course. IT pays better than actually delivering patient care, so IT is always stealing clinicians away from the bedside. That doesn’t win friends and influence people.

I can’t say one job is better than the other. Working on the floor is great because you can go home on time tired, but knowing exactly what you accomplished and you get to start over the next day with a clean slate. IT is a slog because it’s just the same old thing day after day, with little feeling of progress or individual accomplishment.

All things considered, though, I’d take the higher salary. Plus, eating lunch out whenever you want is undeniably cool.

HIStalk Interviews Robert Kahn, MD, Faculty Lead for Population Health, Cincinnati Children’s Hospital

Robert Kahn, MD, MPH is professor of pediatrics, associate director of the Division of General and Community Pediatrics, and faculty lead for population health at Cincinnati Children’s Hospital of Cincinnati, OH.

Tell me about yourself and the program.

I’m a professor of pediatrics at University of Cincinnati and the Cincinnati Children’s Hospital. I’m a general pediatrician, but also with a degree in public health. 

My interests have always been with the broader circles of influence on kids. Not just are they getting the right shots and the right medicine, but obviously kids live in families, families live in communities, and there are a whole lot of other influences that determine how well a child is doing and how they are in their development. 

To that end, in 2010 the hospital developed four county-wide health goals around asthma, injury, infant mortality, and obesity. Because of my interests, they asked me to help co-lead that effort, thinking how does a quaternary care hospital begin to engage more deeply in achieving population health goals? That’s the background to some of these projects that then involve through electronic health record and helping bridge between what a physician would normally do in a day-to-day clinic filled with patients to begin thinking about community and population health.

Can you give a brief background on population health management, particularly that involving the public health issues in children that you mentioned?

Population health management refers typically in two different ways. One is, how is my total panel of patients doing? How can I get a high-level overview of everyone I’ve seen? How are all my patients with obesity or with asthma doing? How should I shift my overall care and allocation of resources?

What we’re doing here in addition to that is thinking, what about all the children we’re not seeing who have asthma? How should we think differently about improving their outcomes, even if they aren’t going to walk in our door? For us in Hamilton County in southwest Ohio, with 180,000 kids zero to 17, we wanted to begin a journey to say, what would it take to improve the health of all kids?

I would say we’re very early in that effort. We started in just a couple of neighborhoods to think about population health outcomes for that neighborhood. For example, in the city of Norwood, which is nested within Cincinnati, we know there are about 800 households with children under four. We wanted to think about what would it take to reduce injuries in homes with those kids. Our head of trauma surgery, who typically spends all his time in the operating room or in the emergency room helping these kids, has helped lead a team to think in a population way about injuries in the city of Norwood.

Do you feel vindicated in a way that you were early on in something that now everyone wants to figure out?

[Laughs] I’m not sure I feel vindicated. I’m excited that more and more people are interested. I’m really excited to think that maybe payment mechanisms and healthcare reform will start bringing financial incentives to do the prevention-oriented work that could help out in the community.

You mentioned that some of your work involves targeting neighborhoods and subsections of neighborhoods. Describe how you use geocoding.

There’s two ways we’ve used geocoding. We use electronic health records and part of that is geocoding. One is around clinical care and one is around population health management. 

In clinical care, we’ve used the electronic health record to help drive key questions about these other influences. We have one of the largest training programs for pediatricians in the country. If we set in front of them a series of questions in electronic health record about the quality of the housing, what school does the child go to and how are they doing there, are they able to make ends meet, what we can do is drive the discussion to these determinants that are outside of the typical exam room or outside of the typical physiology of an individual child. That then leads everyone to say, hey, where does this child live? What is his address? What other resources in the neighborhood we can get to the child? That’s at the clinical level.

At the population health management level, what we can do is take every single asthma admission in the past year. We know the minute they register. We have their address. We can then link that address to a latitude and a longitude, or what people typically call geocoding. We can say hey, that means they live in this census tract or this neighborhood. Then you can begin to look for patterns of where the asthma is particularly high, or patterns of where the injury or prematurity is high. 

The minute you put a dot on a map, it shifts the center of gravity away from just in the exam room in that moment to, my goodness, I didn’t realize I had 15 kids admitted from a 10-block radius, or a 20-block radius. What’s going on there that might lead to such high admissions rates for asthma or a high emergency room visits for injury? Now we’ve gotten to the point where literally on a monthly basis we can chart injury rates, prematurity rates, and asthma admission rates from each of the 70 to 80 neighborhoods in Hamilton County.

How do you draw a box around how far you can go being a hospital-based project? Do you put people on the street or link up with social agencies?

That’s a fantastic, very insightful question. People are really excited about it, but the right question is, where does our mission end and another person’s mission or another organization’s mission start?

This is a frontier time. On the journey, we’re out there trying to figure out what is it we can do, and then how do we catalyze new relationships, new missions, shared missions. 

As an example, I do not see my job as improving housing for children, even if they have asthma. I see my job is to know that mold, cockroaches, water damage, or a negligent landlord are important in exacerbating this child’s asthma. But then I really need to find the agency in the community that has a mission to improve that housing. So to me, it’s about building new partnerships. Staying true to my mission about improving health and delivering healthcare, but doing it in a way that engages other people with complementary missions. 

We work very closely with the Legal Aid Society of Greater Cincinnati. One of the great cases we had is a child with asthma, middle of the summer. The mother came to the doctor with the child. The doctor said, tell me about the child’s housing. The mother said, well, I’ve wanted to put an air conditioner in, it’s 100 degrees outside in Cincinnati in mid-summer, but the landlord told me I’d be evicted if I put an air conditioner in my apartment. It turned out we had had three other cases with the exact same story in the past week, all with different doctors. Because of our relationship with Legal Aid, they asked the really simple question I don’t need to ask, which is, who’s this landlord?

It turned out this landlord owned 19 buildings and was in foreclosure doing no upkeep on any of these buildings. Almost 700 units were going into disrepair. Legal Aid took it on, developed tenant associations, started to work with Fannie Mae and the property management, and ended up with hundreds of thousands of dollars in repairs and new roofs on these buildings. 

To me, the boxes fit together neatly. We did our job about saying this isn’t just about the kid’s lungs, it’s about where he’s living. They took it on to improve the conditions in where they’re living. But it was only because we had tracking systems through the electronic health record to know who these kids were and what their addresses were that then Legal Aid could go ahead and really understand what the pattern of the housing was and what the problem was.

What struck me as admirable in your model is that the hospital didn’t have any way to make money from this and hospitals a lot of times are guided by where the revenue comes from. How do you think hospitals can create a business case for these kinds of public health projects?

Luckily I’m in a place where very senior leadership at the very top has supported this notion and the board itself had endorsed these community-based goals. As our CEO says, our mission is to improve health, not to improve healthcare, or to simply deliver healthcare. It’s to improve health. If this is what it takes, this is what we need to do.

In an era of accountable care organizations in which there would be a global annual payment or a per-member, per-month payment to keep a child healthy, certainly then there’s a financial incentive to move out into the community and figure it out. Then every emergency room visit or an ICU admission for asthma becomes a loss. In that scenario, really beginning to go to the next step where you would say, what would it take? Would it take community health workers on the ground? Would it take hiring paralegals, or simply contracting with these other types of organization that could be effective in the community?

We also have a great collaboration with the Cincinnati public school nurses, who are really trying to think, how do we work hand in glove to help manage these kids? Again, to the extent there’s a huge financial incentive on a per-member, per-month basis to prevent illness, it becomes more and more feasible and desirable to build these relationships.

Where do you see information technology fitting in?

I’d say our approach has been relatively rudimentary. We work off the back end of our electronic health records system. There is a huge challenge because the school system or the pharmacies or the Legal Aid Society all have different technologies. It is not seamless right now and I’m sure it will take a while for it to be seamless, to figure out, how do we have shared responsibility for the patient? How do we share consents and get through some of the privacy issues? How can we track over time? 

My sense is, I haven’t seen that kind of technology developed, certainly between hospitals. There’s a lot more health information exchanges that work between hospitals. There’s a few folks, I think Nemours in Delaware, who have figured out how to get electronic health record look capability to the school nurses. But I think we’re a long way from true interoperability between everyone who might be touching a child or a family in terms of health.

I sometimes compare it to FedEx. If we were FedEx, I would know exactly when the patient showed up at the pharmacy, what time they checked in at school, how the lungs were doing there, and when they were going to come back to me. That level of tracking and monitoring to help the family with the family’s permission would be great to try to get to in the future.

Have you seen tools or thought about tools that would help what you’d like to do?

I’d like to say yes. [laughs] I’m intrigued by some of the new self-monitoring biosensors that are linked to, say, phones and then back to management software. Propeller Health is one example of a company that’s trying to think, how do you move the information from where the family is, where the child is, and bring it back to a central management point? That notion is a pretty huge advance. 

It’s still a long way off from saying, I’m co-managing these patients with the pharmacy, with the school nurse, with the community development corporation who’s thinking about green space in parks for the kids. We’re moving in the right direction, but there’s a lot of integration and a lot of issues to overcome. With the geocoding software, we’ve only scratched the surface, and even that’s not something hospitals typically use in their health analytics.

How would the average academic medical center or their physician practice organization create a model similar to yours?

I would think a health analytics group five years now, whether they’re working in a hospital or they’re working in an accountable care organization infrastructure, would have a geospatial group working with them. With that, they would be understanding where their patients live, what are the key local and regional determinants of health in that region, and then beginning to deploy healthcare resources differently. Being able to almost predict when there would be problems. Even knowing pollution and pollen patterns might be the kind of information that could be brought in, and then more anticipatorily, trying to get medicine out to the community if they know there’s going to be a surge in asthma morbidity.

Will be hard to get hospitals to do more public health outreach work instead of comfortably treating people who show up within their four walls with a complaint?

It’s going to take some time. It’s out of the comfort zone of where most hospitals are right now. Schools of public health and public health departments around the country could help healthcare a lot in trying to move the ball further faster. But I think until there’s a real financial incentive where there’s a big loss involved unless we’re preventing illness, it will be relatively slow-going.

The other caveat would be until we truly demonstrate a significant return on investment by thinking this way, it may also keep the work moving slowly. That’s our goal — to demonstrate we can actually reduce morbidity and cost by developing this kind of a platform.

Is there existing literature of where that’s been done, or are you finding that what you’re doing so far is promising?

We’re working really hard right now thinking about how to prevent prematurity with this kind of an approach. Every time a baby is born at 24 weeks gestation, it’s a $300,000 to $500,000  immediate cost and probably millions over their lifetime. If we can use a place-based strategy to prevent prematurity, we’ll have a much better argument for deploying the resources necessary, like community health workers, to get the job done.

There are various models of community health workers or home remediation, but I don’t think there’s been an integrated set of interventions put together that would really make the argument at the level of a hospital or an insurance company to push this strategy.

Do you have any final thoughts?

I’m excited to keep trying to push the boundaries. I see the electronic health record and geocoding is a way to break down the walls. 

I would just add, I have found tremendous, capable, and highly interested partners in the community who are really excited to have these kinds of partnerships, whether it’s the school nurses or the pharmacies or even Legal Aid. We’re now 10 percent of all Legal Aid’s cases in southwest Ohio because of this progress. It’s almost always a win- win-win — a win for the hospital, a win for the organization, and then a win for families that we can break down these barriers using electronic records and geocoding.