Curbside Consult with Dr. Jayne 3/28/11

Dr. Jayne interviews Doug Farrago, MD

Earlier this month on HIStalk Practice, I posted a piece called “Meaningful Use: 15 Things Your Practice Can (and Should) Do Now.” I jokingly included an Item 16, which was a suggestion to immediately identify a CMHO for the organization – a Chief Medical Humor Officer.

CMHOs are hard to come by, so I wanted to introduce you to the self-proclaimed King of Medicine, Doug Farrago. Doug is editor and publisher of the Placebo Journal, often cited as “the Mad Magazine of medical humor.” Since starting the Placebo Journal in 2001, he has also published a compilation of stories, The Placebo Chronicles, as well as penning the Placebo Gazette e-newsletter and the Placebo Journal Blog. A man of many faces, he also stars in Placebo Television.

According to his website, “Dr. Farrago has risen to national prominence in the publishing world by providing a humorous outlet for physicians while fighting back against the medical axis of evil (pharma, lawyers, insurance, and a whole lot more.)”

I’ve been reading Placebo Journal since issue #2 and have also been a contributor, so I’m a bit biased. But given the sheer bulk of guidelines, regulations, mandates, programs, requirements, and dictates that most of us in healthcare IT deal with on a daily basis, being able to draw humor from all of it is a rare talent.

USNews.com once called Placebo Journal “raunchy, adolescent, and very funny.” When creating it, what was your objective?

The goal was to make people laugh. Plain and simple. The magazine is intended to distract docs from the crap we have to deal with. The stories we tell, like in the old doctor’s lounge, are what keeps us going. It enables us to commiserate.

How did you become King of Medicine?

Initially, I had posted an editorial in the Boston Globe about something ridiculous about our healthcare system that they wrote about. I wanted to piss off the ivory tower docs down there that pontificate on everything as if they are experts, but yet haven’t seen a patient in years. I made the point that maybe I should decide everything and should be named King of Medicine. It just stuck as I continued with the Placebo Journal.

You’ve also been an inventor and entrepreneur. How have those experiences impacted your ability to continue delivering quality medical care in a changing healthcare environment?

Absolutely … not. This is a job that is continually being bastardized by the idiots who have are trying to game the system. More and more people are jumping in the mix getting between the patient and the doctor. The only way to fix that is to get creative and go cash pay. I haven’t made the jump yet as I am owned by a hospital. It is really tough to get off the stripper pole.

How has technology impacted your practice in the last 10 years?

There have been some great advances with the ability to get information in real time. It has, unfortunately, opened up some bad stuff as well. We are entering a world of “industrialized medicine.” Mooooooo……

Do you use an electronic health record (EHR)? How has it changed the way you practice medicine?

EMRs are great for many things. The positive part is that I have info at my fingertips that was tough to get to in the old days. It is the never ending f#cking clicks and boxes that I can do without.

What’s your funniest EHR story?

I don’t remember one in particular. In general, I have been using an EMR for four years. During that time, I have lost the ability to make eye contact with people. Is that a new disease?

You’ve been fighting the establishment for some time. I understand you were once asked to leave the American Academy of Family Physicians annual meeting after covertly handing out copies of the Placebo Journal. The next year, you appeared in the exhibit hall in lederhosen. What’s next?

Unfortunately, our organizations have sold us all out. I am older and maybe a little wiser now. At this point, I just want to get people to lighten up a little and make a point in the process. Or just screw with their heads a little.

You used to work with professional boxers. Based on that experience, do you have any advice for physicians and their staff members as they try to navigate the CMS program for Meaningful Use?

THROW IN THE TOWEL AND WALK AWAY!!

As an employed physician, are you required to participate in the Meaningful Use program or are you able to opt out?

Right now, I am playing the game. My goal is to opt out of this garbage as soon as I can. Then I am going to wear a t-shirt that says, “I got your Meaningful Use right here” to the next big conference.

Although the Placebo Journal has always been a print publication, you recently made the decision to go strictly digital. I understand the unreasonable costs of utilizing a government-run agency had something to do with that. Although it was just the US Postal Service in this case, can you draw any parallels to what’s going on with other government forays into healthcare?

There are 82 federal programs dealing with teacher quality in this country. How is that working out for us? The same will happen with medicine. It is all bloat.

The local people at the USPS are great, but the fact is, no one mails letters anymore. Why are stamps so expensive? Why were there tons of people not getting my journal via snail mail every month? Too much government does not equal better service. Sorry, folks. The less middlemen in the healthcare system, the better.

You also do public speaking. Have you ever spoken on healthcare information technology topics? Any key thoughts you’d like to share with HIStalk’s readers?

I have not spoken on HIT, but my talks would still work as I can easily poke fun at what technology is doing to us. Besides, it would make you folks stop and think for a while. Maybe, just maybe, too much technology is bad. There is a human component to patient care, you know. An EMR can’t do a rectal exam … yet.

E-mail Dr. Jayne.

Monday Morning Update 3/28/11

From Kip Keino: “Re: Ultimate Software. I heard a rumor they are for sale. They are an HR Payroll Saas Provider with significant healthcare presence.” I haven’t mentioned them since way back in 2004. Rumor is they’ve hired an investment banker to get the sale underway, although the company officially denies it. With a market cap of $1.5 billion on a couple of hundred million in revenue (and a PE ratio of 740!), I’d say it’s strongly possible, especially with Oracle and SAP flush with cash and a lot of hatred for each other.

From Dabney: “Re: WellStar. Lots of speculation why CIO Ron Strachan departed. This article in the local paper says he was fired and speculates why four senior execs, including the CEO, have been fired over the last six months or so.” The attorney representing the former medical group president and former CIO says they came to him about unspecified work issues. They were marched off the property by security this week. The article suggests the firings may have been related to a possible whistleblower lawsuit. The five-hospital Marietta, Georgia system paid the state $2.7 million last fall to settle improper Medicaid billing charges, which was followed by the firing of CEO Gregory Simone.

From The PACS Designer: “Re: lino – Online Stickies. TPD has found an application called lino -Online Stickies that provides sticky notes for your iPhone or iPad. It seems to be an application that could help practitioners through the posting of reminders during clinical rounds.”

From GI Doc: “Re: NEJM article. What do you think of it? It’s certainly a laundry list of problems in healthcare IT, but all I can see are a lot of vague prescriptions based on wishful thinking about how to solve them. But it sure puts the author in a position to say ‘I told you so’ about just about anything that can and probably will go wrong in the future.” It’s hard to believe this compendium of trite EHR observations warranted NEJM real estate. How many times do we need to read that healthcare IT has potential, but more work is needed to make it perfect? I’m as cynical as anybody, but those who use lack of perfection as rationale for doing nothing annoy me. I can’t think of any other industry that has argued so hard against using computers, although I’d support more government standards and even internal, IRB-type oversight within a given institution since I’ve worked in enough well-intentioned IT shops to distrust their project objectivity vs. patient safety (and some hospitals stupidly let their IT department single-handedly run projects that directly affect patients, which makes as much sense as turning them over to the departments that oversee electrical and plumbing). I’ve concluded that almost no one is objective about healthcare IT: the same person is nearly always for it or against it and will argue their position endlessly. Someday they’ll figure out that IT is neither good nor bad, so it deserves neither universal accolades or criticism — it’s just a tool that can make outcomes and cost better or worse depending on who’s using it, what they’re using, and how they’re using it (no different than a paper chart, an antibiotic, or a scalpel). Technology alone rarely makes sucky providers better or excellent providers worse.

I’m running the first of my “time capsule” editorials I wrote for an industry newsletter over several years (odds are you haven’t seen them since it was a boutique-type publication with a limited, high-level audience and no free subscriptions). I didn’t want to send an e-mail blast because some high-strung reader was sure to complain about the two seconds required to delete it, but the first is Is Forcing Physicians to Use Computers a Flawed Paradigm? I wrote it in 2006, but I’ll be surprised if it doesn’t still trigger some impassioned comments.

Listening: The Golem, a rock opera new on CD from Black Francis (aka Frank Black of the Pixies).

Nobody in my most recent poll thinks EMR vendors own the patient information stored on their systems, but that hasn’t stopped companies like Cerner and Practice Fusion from selling it. Beyond that, a full 29% of readers think the provider owns the data, not the patient. New poll to your right: should the VA/DoD replace VistA with an internally developed open source system or go with a commercial package, such as Epic’s? I’ve asked a similar question before, but I’m curious to see what readers think now as the Wisconsin politicians try to steer the government toward Epic.

A few readers have reported sudden problems reading HIStalk using older versions of IE. I’ve got a programmer trying to code around an IE design limitation that plagues no other browser (Firefox, Chrome, Opera, etc.) Microsoft fixed it all recent IE versions, but “don’t make us work harder” IT shops often lock down IE to old versions, frequently IE7 (released over five years ago) but sometimes even IE6 (released 10 years ago). Internet Explorer 9 is the current version, as of a couple of weeks ago. I would explain the nature of the bug, but I doubt anyone really cares other than me. My guy’s pretty close to a fix, I think. If I wasn’t already an IE non-fan, this would do it.

T-Mobile, soon to be part of AT&T if regulators approve, makes two healthcare-related announcements. GeaCom’s Phrazer, a video-powered translation product (video above, which would have been a lot more effective edited down to two tight minutes since it meanders painfully), will run on its network, as will wireless sensor-based monitoring from BeClose.com.

ONC posts its five-year strategic plan and invites public comment. The bullet points: (a) continue pushing Meaningful Use to increase adoption and information exchange; (b) reduce costs by improving population health via technology; (c) update the government’s approach to privacy and security; (d) give individuals access to their health information;  and (e) use healthcare information to improve healthcare knowledge.

The Motley Fool uses Allscripts as an example of why investors should ignore a company’s earnings (which are subject to accounting decisions) and instead look at its free cash flow (operating cash flow minus capital expense) from high-quality sources, ignoring that produced by items such as not paying suppliers or increasing accounts receivable collection in a non-sustainable way. It says 29.2% of Allscripts’ operating cash flow comes from “questionable sources,” such as stock-based compensation and related tax benefits. I’m not sure I buy the argument, at least as long as a company generates consistent earnings, but I suppose you could consider free cash flow an early warning system for earnings that could be threatened down the road. Not to mention that Allscripts had a high capital expense that brought down its free cash flow number, which could be a great thing if it’s using that capital to expand to increase future earnings (and not to mention that who knows what any of this means with the Eclipsys acquisition still fresh).

AssureRX Health gets $11 million in Series B financing, with additional investment from previous shareholders that include Cincinnati Children’s Hospital and Mayo Clinic. The Mason, OH company’s GeneSightRX test helps doctors dose drugs based on a patient’s genetic makeup, initially covering psychiatric drugs.

A report by the Nashville Technology Council concludes that the city is “the Silicon Valley of healthcare IT” based on the number of open IT jobs there. I’d say the methodology was shaky at best: a company checked national and local job portals and counted the open tech positions in Middle Tennessee, finding 925 open positions. I don’t know that I’d consider open jobs as a strong indicator of a city’s influence or appeal, although Nashville certainly has some big companies (mostly for-profit, but not all) that influence healthcare in ways sometimes good, sometimes not. Having no state income tax certainly helps in recruiting people and companies.

And speaking of Chamber of Commerce-type bragging, Georgia says it’s the #1 state in terms of healthcare IT revenue at $4 billion. It helps to have McKesson Provider Technologies in your back yard since I’d bet at least 25% of that figure is theirs, not to mention that many companies have Atlanta regional offices but not their national headquarters (like San Francisco-based McKesson and the former Eclipsys, now part of the Chicago-based Allscripts). Still, companies boost local payrolls and the tax base with a local presence, even if all the big decision-makers live elsewhere. Above is a map of Atlanta company offices from TAG Health (click to enlarge).

Voalte’s nurse communication system gets coverage on the Tampa TV station. It’s a good piece, although the talking head TV doctor wearing a gratuitous white coat in the TV studio (with a Fox 13 logo on it to boot) is a bit much.

Boston’s mayor welcomes NaviNet to the city and its new headquarters. It wasn’t  big move for the company, which offers provider-insurer connectivity, eligibility, PM/EMR, and patient communications — they relocated from Cambridge (1.8 miles from their old address to their new, according to Google Maps). Note to Nashville and Atlanta: according to Hizzoner’s fightin’ words, “Boston is unquestionably the country’s premier location for healthcare and technology innovation.”

Hello, Becker’s ASC Review: e-prescribing is not the same as inpatient CPOE.

A report says that Dutch technology vendor i.Know has been acquired by Intersystems. The company’s healthcare offering turns text-based information, such as clinician documentation, into structured data to create a physician dashboard for the patient. You can play around with a demo on their site at least theoretically, although all I got was a black screen.

E-mail Mr. H.

HIStalk Interviews Carl Bertrams, SVP, HT Systems

Carl Bertrams is SVP of HT Systems / PatientSecure of Tampa, FL.

Tell me a about your background and about the company.

March 1 was my 22nd anniversary in this crazy business. I originally started out in more traditional management consulting, back in the day when information systems was mostly flowcharts. I think I learned programming on punch card decks, so that probably makes me sound really old.

After doing that for a while and really understanding process, I landed accidentally in healthcare in 1989 with a small company here in Chicago that did electronic billing for hospitals. I remember my first day. I came in and I really didn’t know a UB-82 from a hole in the ground. That’s when hospitals were moving from paper to electronic and business just took off, so it was a great way to get introduced to healthcare on the non-clinical side.

About the time that UB-92 came along, we hit the medical necessity market and really jumped on the Medicare fraud and abuse bandwagon for about eight years. We did a lot of cool technology around that when really nobody else was doing that. And then, most recently, kind of worked my way up the revenue cycle, spent some time in HIM. We sold one of our companies to 3M and got into transcription a little bit and ended up, finally, at the front of the revenue cycle river and patient access. 

HT Systems was started in 2005. The principals of the company literally have decades of experience helping hospitals improve revenue cycle efficiency one way or the other. Basically it’s about hooking specialized technology to the big vendor platforms. That’s what we’ve done on and off for 20 years. 

PatientSecure is really the coolest technology I’ve ever been associated with. It’s revolutionary way to positively identify the patients at any point in the access stream, whether it’s inpatient, outpatient, or emergency room. We do it using palm vein authentication technology. 

If you look at it at the 50,000-foot level, it’s really pretty simple. We create a one-to-one link between the patient and his or her medical record. We do that through the unique vein pattern in the palm of your hand. Every time the patient returns to the hospital or to the clinic, they simply put their hand on a scanner, and within a few seconds, their unique medical record is pulled up automatically in front of the registrar. It’s like doing a retinal scan in the palm of your hand. We don’t replace the existing ADT or registration system — we just make that process a lot faster and a lot more accurate.

When hospitals hear biometrics, they probably think of finger-type security for employee access to IT systems. Why is palm vein security better and how did you get the idea to move it out front to the patient?

Like a lot of good ideas, it started with some hospitals. Our alpha site is the Carolinas HealthCare System in Charlotte. It’s a very innovative group down there. They had been a long-time customer of ours.

When you think about fingerprints, that’s a good example you bring up. If I’m working for you and part of my job description is to punch in and do it with my thumbprint, that’s part of my job. But the experience that healthcare has had trying to have patients provide fingerprints, especially at the point of patient access, has not been that great. Carolinas had tried that and didn’t have success with it.

About that time – this was 2007 – they were looking with us at the Fujitsu PalmSecure device. It is not only significantly more accurate than a fingerprint, but doesn’t have the negative connotation that people associate with fingerprints, like law enforcement and all that. It’s contact-less and a technology for its time. Across the board, we have 99-plus percent patient adoption of the technology.

Have your clients found improvement in knowing that the person presenting an insurance card is really the person who’s entitled to the service?

This last year, the statistics I read said there were over ten million people in the United States who fell victim to identity theft. The fastest-growing form of that identity theft is medical identity theft. In 2005, medical identity was about 3% of the total, or a quarter million people. Last year, it was 7%. You’re talking about 700,000 cases of pure medical identity theft, and then maybe another half a million cases where people are complicitly lending their insurance card to their brother who lost his job or there’s some sort of minor conspiracy going on there between the patients.

This literally just shuts the door on that, but it also addresses the human error element. We’re putting the system in in Harris County in Houston, A Houston Chronicle story said there are 466,000 patients in their MPI that shared the same name with as least 24 other people in the system. You can imagine that whether you’re there with a stolen ID, or you just come in and say, “My my name is Jim Johnson” and there’s 37 other Jim Johnsons in the system, the chance for error at the front end is bigger than I think most people would think it is.

I know at my hospital we have that problem all the time, where either the patient gives the incorrect name or someone looks it up wrong, doesn’t find it, and enters the other name, and then they have to go back and merge the medical records. That’s a pain because not all systems, including the clinical ones, handle patient merges all that well. That’s pretty much eliminated, correct?

It is if you do it right on the front end. When the patient comes in for the first time, they’re in the hospital system, but not in the biometric system. You put your hand on the sensor. It’s going to say we don’t know you biometrically. At that point, the registrar does what they do every day — ask you for ID. Most of our customers will only enroll a patient if they present a valid photo ID. I find you in the system and do a one-time enrollment where I’m linking you to that medical record. 

From that point forward, when you walk in, you put your hand on the sensor. You’re basically finding yourself in the system. It’s virtually impossible for you to ever have a duplicate medical record downstream from that enrollment, and more importantly, to have a medical record overlay. That’s a much more serious situation where you’ve picked the wrong record of the same-named person and now you’ve laid their medical results and lab tests and blood type and all those things on top of it. In a good situation, that can just be a hassle for IT — like you said, merging the medical records — but in the worst-case scenario, you give somebody the wrong medicine or you kill somebody and the hospital is looking at a lawsuit that is hard to get away from.

The other benefit would be that most every provider organization has multiple venues of care, whether it be clinics or physician practices that are owned or affiliated, plus their own inpatient facilities. If you were connected to the same system, or maybe even if not, you could enroll the patient once and be sure that no matter where they show up, you know who they are.

That’s one of the cool things about the way we set up the technology. You can have an unlimited number of unique identifiers associated with the same single biometric.

Duke is a good example. They have GE Centricity at the clinics, they’ve got Siemens Invision at one hospital, they’ve got Meditech at another, they’ve got a homegrown at the big university, they have their own EMPI. I could be five or six different numbers within the system. By putting my hand on the sensor, it knows who I am, and it’s smart enough to know that, “Oh, I’m in Durham, pull me up in Invision. Oh, I’m in Raleigh, pull me up in Meditech.” 

Just as you were saying, a lot of mistakes happen when somebody gets registered at the physician’s office or at the clinic, but is registered differently at the hospital. That’s one of the places where the mistakes happen. By having this cross the whole enterprise platform, you tend to eliminate that mistake.

You mentioned that your hardware is from Fujitsu. How are you adding value to that? What is your secret sauce that brings you into the picture as part of the value chain?

The Fujitsu device is a near-infrared camera — great technology. With biometrics, you need to very aggressively manage the biometric database. It isn’t one plus one equals two. There are a lot of moving parts.

We wrote the algorithms, the search algorithms. We make it incredibly fast and easy for you to be found in the database, even if you come into the emergency room unconscious. If you were previously enrolled, they’d be able to bring this to the bedside and know who you are, as opposed to treat you as John or Jane Doe. 

Our secret sauce is really those proprietary algorithms and the edit engine that we wrote. I think that makes us a really comfortable partner for our hospitals. We have decades of experience being under the hood of all these different HIS and PMS platforms. We know the workflow. We know how these things operate. We’re very comfortable in all these different platforms. We’re not just technology guys come in and selling something slick to the hospital. We know hospital revenue cycle and bring a technology that absolutely shows them an ROI, but makes it easy to adopt both by their staff and by the patients.

If I’m a hospital and I’m interested in your solution, what’s involved with implementing it and how do you price it?

The pricing model is enterprise-driven, so there’s a one-time software license fee. The enterprise could be that I’m a 200-bed community hospital and that’s the start and end of it. It could be that I’m 17 hospitals across three states with 57 clinics and 20 owned physician practices.

There’s an implementation fee and that goes up or down based on how many different interfaces we need to write and how many different points of entry that we’re actually going to roll this out to. Our implementation fee is all-inclusive of the interfaces, the on-site implementation, and the user training. We sit there with the hospital staff while they actually enroll patients and answer those questions that come up.

It’s a pretty light install. It all happens behind the hospital’s firewall. We operate on SQL Server. It can be a virtual server. It’s a very small footprint. Carolinas, with almost two million patients in the database — they’re probably a couple of gigs of storage. It’s amazingly small of a footprint that drives this whole engine.

For that 200-bed hospital that you mentioned, how long would it take to implement and roughly what would the cost be?

The implementation time is a pretty standard 60 working days, two to three months from the time we say let’s go, have a kickoff meeting, and figure out where in the workflow they want to insert this. We do a lot of the interface work off site — dial into their test system — and then we put the technology on site and do the training. 

From start to finish, a hospital is normally going to be live in a couple or three months at the most. If they want to be more aggressive, it can be shortened sometimes.

In terms of a ballpark figure, if I’m a 200 bed hospital and have 15, 20, or 30 points of entry that I want to cover, you’re probably talking about $100,000 to $150,000 as a one-time cost with an annual maintenance fee beyond that. We also have a model where if a hospital doesn’t want to lay out upfront capital, they can spread the whole thing out over three years and there’s no money up front and we don’t tag on any interest.

We try not to nickel and dime. The one thing I’ve learned in twenty-some years of hospitals is give them a price and let them budget it and be done with it. If hardware breaks, we replace it. We extend the warranty on the hardware for as long as somebody’s a customer. If your interface needs to be tweaked, if you want a custom report, all that’s included. The only time that you’d be looking at additional fees was if you took out Meditech and put in McKesson, where you have to totally rewrite the feeds. Other than that, it’s pretty straightforward.

Your website mentions that Japanese banks are already using the palm vein scanning and also that standardized test companies are moving in that direction. Do you see other potential uses in healthcare, for instance, anything related to patient safety?

We’re meeting with some folks around the country who want to look at this for e-prescribing. You could certainly put this in the nursery and control who’s coming in and out. We’ve had hospitals that want to use it also as a vendor identification system. For us, we’ve started in patient access, but we certainly see a lot of other use cases. Once you’ve got the technology, extending it to another place in the system is a minor cost.

Any concluding thoughts?

In healthcare today, there’s a lot of cool technology, as we saw at HIMSS. But for those of us in the revenue cycle — the non-clinical side of healthcare — the bottom line is the bottom line. CFOs are tired of hearing about this fluffy, feel-good kind of ROI. You’d better be able to show them that you actually are reducing costs, or you’re solving a problem and improving quality and patient safety, really prove it. We feel this technology does that every day.

Patient access is the filter at the front of the revenue cycle. If you get it right there, everybody else’s job downstream is a lot easier. If you screw it up at the front, you know what they say about stuff running downhill. We help the hospital get the very first job done right, and that’s identifying the patient. If we can do that, the ROI is undeniable. 

HT Systems is in a great space in the market. We love what we’re doing. We also really love the fact that there’s vehicles like HIStalk out there to help us get this message out and to give us feedback from the field, from the vendor community, and from the hospital community. 

It’s exciting time for us. We think we’re just at the beginning of a big set of waves that are going to come down. Other than that, we just looking forward to keep telling people about what we’re doing.

There is one last thing I would like to say. I’d really like to let our Fujitsu partners and friends over in Japan know that we’re thinking about them and praying about the situation over there. They’ve got a tough road to go, but it’s a great culture and a great spirit, and I’m sure that they’re going to ultimately recover from this as strong as ever. Our thoughts and prayers are definitely with them.

Time Capsule: Is Forcing Physicians to Use Computers a Flawed Paradigm? 3/25/11

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 January 2006.

Is Forcing Physicians to Use Computers a Flawed Paradigm?
By Mr. HIStalk

Welcome to my weekly column, which will appear every Thursday morning as part of the Inside Healthcare Computing Electronic Update. For those subscribers who don’t know me, I’m Mr. HIStalk. I’ve been writing the blog HIStalk under that keyboard name for almost three years now, cranking out nearly 500 long and detailed articles about the health care IT industry, interviewing CEOs, and providing sniggering, sophomoric humor to an industry that often takes itself too seriously.

I don’t use my real name because I’m a cynical blowhard who likes to speak his mind. I think I’m entitled to that privilege after many years in the HIT industry as a clinician, vendor peon, informatics practitioner, and IT director for a couple of large IDNs. On the other hand, getting vendors, member organizations, and industry notables riled up (especially those associated with the hospital from which my paycheck flows) is hardly a ticket to job security. So, let’s just leave it as Mr. HIStalk, if that’s OK with you. I still need that day job.

My writing here will be specific to one timely topic, different than the highly-condensed news and occasional editorial that I write for HIStalk. I have just one objective: to make you think. Like an aging hippie, I’m imploring you to question authority and don’t trust people who tell you what to believe (even me).

Let’s jump into what’s new. The online world has been abuzz about the Children’s Hospital of Pittsburgh article in the December issue of the journal Pediatrics, which suggests CPOE caused increased mortality in the hospital. I’ve put some of my thoughts about this on HIStalk, but let’s look at this story from another angle. Namely, is the paradigm of forcing physicians to use our computer systems personally and directly a flawed one?

Think of your most recent meeting with a local banker, attorney, real estate agent, dentist, or accountant. Did they place a computer monitor between themselves and you, making your conversation nearly inaudible over their furious keyboard tapping? Did you trust their advice even though they weren’t staring at the computer screen while awaiting an infusion of wisdom from faceless offshore programmers whom they’ll never meet personally? Did you think less of them because they listened and talked instead of typed?

I haven’t seen that. So why then do we expect doctors to be held to a different standard? It doesn’t make much sense, especially considering that they’re mostly self-employed and are as much a hospital customer as patients. Is it realistic to believe that their profession alone requires them to interact constantly with a computer to be effective, both providing information for use by others and receiving similar information in return?

Suppose you go into a restaurant and the waiter informs you that a new policy requires you to enter your order directly into a PDA, which will also provide recommendations and dietary warnings that someone has decided you should be forced to review. This will also solve the problem of illegible food orders and wastage due to poor waiter handwriting, along with incorrect tallying of your final bill (and maybe slyly pitching high-margin alcohol and desserts along the way). Maybe you’d see this as a good thing, maybe not. And if not, you’d go elsewhere.

As a customer, the only place that I see a lot of computers in use is in retail establishments, where the user is the lowest level of employee. Those folks aren’t rocket scientists. They didn’t have to go away for a week of training, nor do they have to tape reminders to their smocks or juggle 10 passwords. The systems they use were written with them in mind: simplified, optimized to their workflow, and nearly impossible to mess up. The part-time kid at McDonald’s can get your hamburger order right just as easily at Wendy’s, every time. Very smart minds dumbed down the systems to be as foolproof as the French fry cooker.

CPOE systems, on the other hand, are confusing, even to long-time users who have attended training. Just ask a nurse or pharmacist exactly what will happen when they change the schedule of a QID order and you’ll see what I mean. Hospitals that found their clinical systems too inconvenient for impatient nurses to use (turfing them off to unit secretaries) are now surprised at CPOE pushback from the docs. If their systems are so great, how come every nurse doesn’t already use them for medication barcoding, for entering nurses’ notes, for receiving point-of-care recommendations, and for shift scheduling based on expertise?

I’m not saying that CPOE is a bad concept. I’m saying that CPOE systems (and user implementations of them) need to be better to avoid harming patients, as the Pediatrics article’s authors described in Pittsburgh. If not, then please don’t install anything that makes the situation worse. And if those systems really do reduce unwanted outcomes and decrease costs as everyone believes (but few have proven), shouldn’t whoever benefits from that situation be willing to pay doctors for the indisputable extra time it takes to use the systems, possibly in the form of reduced malpractice insurance premiums or higher reimbursement?

Maybe what we should be pitching is electronic medical records — still a new concept to the hospitals that are chasing the sultry siren of CPOE instead of automating the basics first. Let’s worry less about who does the keyboarding and concentrate instead on making all existing information available in electronic form.

In the meantime, vendors can do a better job in designing CPOE that works for doctors, not programmers. And we in hospitals can rethink whether we’re using doctors optimally by having them interact with computers, doing the same things they did on paper, or whether new roles are needed for “information assistants.”

News 3/25/11

Top News

iSoft suspends trading in its stock and puts itself up for sale. That probably forces the hand of primary contractor CSC to buy the company itself given its own commitments to the UK’s NPfIT project (although you never know – Cerner might give iSoft a look given its global ambitions). Just about every vendor and consulting company involved with NPfIT, including NHS itself, has suffered despite the billions the British government has spent on its ambitious but largely failed centralized healthcare IT strategy.

Reader Comments

From Hate Manual Entry: “Re: JarDogs. A large medical practice is exiting their selection of JarDogs as their preferred vendor of portal services as the company is unwilling to sign a BAA agreement. Their stance is that they do not have independent access to the patient data. As a subsidiary of Springfield Clinic, one can only assume they are receiving poor legal advice from the practice perspective vs. a software vendor. Who would sign without a BAA in place? Mr. HIStalk, do you know anyone in high places at JarDogs to confirm or deny this stance?” The company’s response: “To date, Jardogs has not lost any FollowMyHealth deals as a result of a BAA issue.”

From Epic Interest: “Re: VA and DoD. Here’s the letter from the Wisconsin congressional delegation. You can see here that besides Epic as a company and Judy as an individual, her husband Gordon has been keeping up with her political donations penny for penny. The PCAST report listed only four institutions as health IT success stories – the VA and three Epic sites.” All the recommended sites use Epic, of course. Judy gave $349K and Epic another $726K in political contributions, but that was over a 13-year period. I don’t know that $82K per year in donations buys a lot of clout these days, but having thousands of taxpaying employees surely does.

HIStalk Announcements and Requests

The new format stays, with the voting 62% to 38% in favor. Old-schoolers can still look forward to a more informal and category-free Monday Morning Update.

This week on HIStalk Practice: a PCMH pilot results in lower costs and better outcomes. The SoloHealth kiosk is coming to a grocery store near you. Kaiser Permanente Hawaii sees an uptick in patients using online tools to schedule appointments and communicate with physicians. The owner of storage units holds medical records hostage over unpaid rent. One hundred percent of readers say they love or like the news presented on HIStalk Practice, so we promise it’ll be a good read.

Tonight’s post will be a bit shorter than usual since I’m taking Mrs. HIStalk to a concert (I’m dressed in all black and scowling so I’ll look emo-intense, which I’m sure will amuse her). Your regularly scheduled verbosity will return with the Monday Morning Update.

On the Jobs Board: Implementation Tester, VP/Director, Microsoft Alliance, Regional Director of Enterprise Sales. On Healthcare IT Jobs: Cerner Clinical Analyst, IT Systems Analyst, Eclipsys Clinical Consultants, Clinical Informatics Specialist.

Acquisitions, Funding, Business, and Stock

Fortune Magazine publishes its annual list of World’s Most Admired Companies and HCA is named best medical facility. McKesson was the overall leader in the healthcare wholesalers category, while Henry Schein took the top spot for social responsibility and global competitiveness among healthcare wholesalers.

Publicly traded EMIS, the UK’s largest EMR vendor, shuts down its operations in Canada without having established significant market share there. The company blames the lack of national standards that fragments the Canadian market into 10 provinces that each have their own certification requirements.

People

Good Samaritan Hospital (IN) promotes Chuck Christian from director of IT to CIO.

Announcements and Implementations

Southeast Texas Medical Associates reports that its use of IBM business analytics has helped doctors identify trends and assess treatment protocols, which in turn have reduced the number of patient hospital readmissions by 22%. In addition, physicians have reduced the required time to evaluate patients’ data prior to treatment from an hour to a second.

The South Florida REC says that more than 1,000 physicians have signed up to receive EHR adoption and implementation services.

Maine Primary Care Association (MPCA) partners with Arcadia Solutions on an initiative to gather and standardized electronic PHI for evidence-based decision making. MCPA is connecting 19 community health centers to a centralized database for aggregate reporting.

The REC PaperFree Florida updates its list of qualified vendors.

Innovation and Research

The engineering school at UC San Diego announces a call for entries for its Southern California Healthcare Technology Acceleration Program (it would have been acronym heaven if they’d used “uptake” instead of “acceleration.”) Three to five programs will be chosen that can lower the cost of an area of California healthcare by greater than 30%. They will receive mentorship and up to $100,000 in funding, with suggested areas including chronic disease management, reduced procedure cost, and telehealth.

Technology

I feel like I have a new PC with all the speed I’m getting. Reason: Firefox 4.0 (super fast) and a much-needed upgrade to Yahoo Mail, which had slowed down to the point of being nearly unusable. Now if someone could just fix Netflix streaming, which is dog-slow now that everybody and his brother has signed up.

We might have guessed right on the supposedly big announcement from billionaire Patrick Soon-Shiong. Most of what he had to say at the CTIA conference seemed to be pie-in-the-sky predictions about personalized healthcare, but he mentioned object recognition (like that developed by the computer game company he just invested in) as having medical application.

Other

LinkedIn membership hits 100 million this week. Sounds like a great reason to link up with Mr. H and Inga. Or if you rather, friend Mr. H, Inga, or Dr. Jayne on Facebook. Or just like HIStalk. LinkedIn, by the way, says nine percent of its members are in the high-tech community, though a mere 74 individuals are Elvis Tribute Artists.

I’ve griped before the some of the allegedly HIT-focused news blasts have unrelated stories that seem to indicate a lack of reporter knowledge about healthcare IT. Example above, from the loftily titled Health IT Strategist (I never see much of anything strategic in their headlines, but whatever). So I wondered why I hadn’t heard of Teleflex, which earned a big mention here. Reason: the “medical technology” it wants to focus on (the reason it’s selling its boat steering products division) has nothing to do with IT – they sell catheters, ventilation supplies, and laryngoscopes. Just what strategically thinking CIOs are worrying about these days.

Sponsor Updates

• Six oncology treatment centers add IntelliDose software to their Allscripts EHR to handle oncology-specific functions. Allscripts and Intellidose signed a partnership agreement last year.
• Sunquest Information Systems announces three enhancements to its ICE 5.0 Solution Suite, which is principally intended for use in primary and secondary care NHS Trusts.
• Baycare Health System (FL) selects Medicity’s HIE solutions to connect with community providers and to share patient data. McKesson’s Practice Partners, Allscripts and GE Centricity are among the first EHR applications the HIE will integrate.
• The 17-provider Orthopaedics East & Sports Medicine Center (NC) selects SRS e-prescribing application as a first step towards full EHR adoption.
• AT&T partners with BlueLibris to provide wireless connectivity for a wearable, personal monitoring device that provides near real-time monitoring of patient physical activity.
• HMS clients Rockcastle Regional Hospital (KY) and Breckinridge Memorial Hospital (KY) are awarded incentive checks for their EMR adoption. Rockcastle received a check for $630,000; Breckinridge for $194,000.

EPtalk by Dr. Jayne

According to a recent Intuit Health survey, offering e-mail and online payment would boost collections. American Medical News cites patient confusion as a frequent cause of delayed payments. Additionally, physician practice spending on bills and attempts to collect would be reduced. Surprisingly, the study notes that half of patients still pay with paper checks. Although I agree in principle, I think that before practices and health systems deploy these systems, key players need to enroll themselves and try it out first hand.

There are winners and losers in the game. My last experience with the online bill pay website at a large academic medical center (which shall remain nameless) was somewhere on the scale between “exasperating” and “who are they kidding?” Luckily since I’m a patient at a practice with a topnotch patient portal, I’ve experienced the other end of the spectrum, completing their new patient questionnaire from my sofa rather than in an uncomfortable waiting room chair.

USA Today features hospital robots used to transport everything from pharmacy supplies to linens. Units are programmed with hospital floor plans and use sonar, infrared, and laser sensors to avoid people and obstacles. This isn’t a new concept – one of the hospitals associated with my medical school had one. It wasn’t sophisticated (running along a painted line on the floor and beeping at you when you were in its way) and only operated during the night shift.

HealthDay highlights a recent study  which concluded that text messaging can help heavy smokers quit. Text reminders to document cravings, smoking, and mood were seen to be “as effective as more costly and harder-to-use handheld devices.” I wonder if I can get a grant to do a text message study reminding compulsive text messagers to close their phones and enjoy the spring weather?

Low-tech but fascinating. Most physicians have war stories about the most interesting cases they’ve seen. Some take it a step farther and collect medical artifacts. Personally, I have a collection of medicinal alcohol prescriptions that were written during Prohibition. I used to be a patient at an ophthalmology practice where the physicians had a curio cabinet of items they had removed from patients’ eyes – metal fragments, projectiles, and even fish hooks. Chevalier Jackson MD practiced in the late 1800s and early 1900s and kept a collection of foreign bodies swallowed by patients during his career. Over 2,000 items are on display at the Mütter Museum in Philadelphia, with a slideshow available for the curious.

Social media fans take note: The Dayton Business Journal reports that 41 percent of people turn to social media for healthcare information, with 94% of them leveraging Facebook for medical advice. I was starting to feel pretty good about my Facebook following until I saw that the Centers for Disease Control and Prevention has 80,000 fans and the American Cancer Society has 226,000. Regardless, you can still friend Mr. H, Inga, or Dr. Jayne.

Contacts

Mr. H, Inga, Dr. Jayne, Dr. Gregg.

CIO Unplugged 3/23/11

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

Leadership Equations

After receiving my diploma and officer commission, I headed to the Army Engineer School. Next to aviation, engineering was the most sought after Army career. The other 120 lieutenants in my class were either academy or engineer school wunderkinds. What was I, a psychology major, doing here?

The first week of evaluations earned me a pass to engineer “reform school.” Because of a mix-up in orders, I never got there; I stayed and clung for dear life. To make a long story short, I studied my rear off learning a few fundamental equations and applying logic — meaning I forewent partying with the wunderkinds. I eventually grasped the theories and their practical applications …

Fast forward …

i2i. The department chairman of emergency medicine, University Hospitals Case Medical Center, phoned me. “Ed, this is Dr.Michelson. Do you know what is going on in our emergency department right now?” He was so upset I thought I was on speakerphone being broadcast all through the pediatric Level1 Trauma Center.

I politely ended the call. As a new CIO, I did not want to have impersonal relationships. I wanted to talk face to face.

When I arrived, Dr. Michelson was directing traffic and evaluating patients. One of the IT applications had failed and was wreaking havoc on their process flows. Investigating the situation, I realized we could alleviate some of the cramped conditions by updating their technology. Although it took a couple of hours to restore the application, the next day we gave back additional space to the ED. Simple things, like replacing monitors, PCs, and multi-function devices.

The next day, I received a call from the chief medical officer. “Ed, I heard what happened yesterday. Nice work. That is the first time a CIO ever left the ivory tower and walked the walk.” The story went viral, and the benefits to an eye to eye approach become clear. I soon coined the term i2i and encouraged its adoption by all in IT. From that point, I stopped handling serious matters by email or phone.

Another rise in the growth curve. I also began to use i2i in crucial conversations and confrontations.

We had a physician executive who routinely abused anyone standing in his way. Because he produced results, his behavior was tolerated. After exhausting escalations with chain of command and human resources, I took matters into my own hands. Over coffee, I mustered my courage and laid out the situation to this senior officer. He hid behind his coffee cup, but we connected i2i, and my message landed. That was the last time he abused my staff.

p3. I met up with some docs to talk CPOE and how to amp adoption. As hard as I tried to connect, they weren’t buying. My points were valid and my objective admirable, but no progress. I took another run at these influential physicians, this time with my CMIO, and he got it done.

Those docs never disrespected me. They were simply more open to advice from a peer with experience than some suit administrator with a theory. In many of my medical staff interactions, I leverage the strength of having a physician speak to a physician. I engage to learn and support, so I think of it as p3. The situation transcends physician to a physician to the next power, where you have physicians collaborating with physicians and administration. As a result of p3, we have seen our CPOE reach maximum levels.

e4e. I received a call from the medical director of our newborn intensive care unit (NICU). This NICU consistently ranks in the nation’s top five. After several attempts to get resolution on technical matters, the medical director had become exasperated with IT. Out of 20 mobile carts, only two were operational. She stated that nurses and physicians were standing in line to update charts and enter orders to take care of these beautiful babies. I was aware of this escalating over a few days, but was certain we had resolved it. I told her, “I’ll be right over.”

I had our field services manager and three technicians meet me at the unit. I could not believe what I saw. Nurses and physicians were waiting around to use the two available carts. The sides of the halls were littered with unusable carts as if a tornado had passed through.

What if my child were here? I became indignant. As I approached the medical director, I saw the tears of frustration. All I could think to do was embrace her. We both cried. Frustration, anger, compassion. Someone cared. Now it was time to execute. It was critical to meet emotion for emotion, or e4e.

We borrowed carts from other units. Within 30 minutes, we had 10 working. Others were replaced or repaired within 48 hours. When I returned to our IT offices and found my director and VP of operations still chatting about how to fix the problem, I replaced them.

i2i, p3, and e4e have become part of my nature. While there is no formula to leadership, these equations make up the framework from which I operate. At the end of the day, nothing demonstrates care and commitment like looking someone in the eye, identifying on someone’s level, weeping with those who weep, and laughing with those who laugh.

Technology is the easy stuff. Knowing technology can never make you a better leader.

Oh yeah, and engineering school? I learned the basic equations and graduated near the top of the class.

Update 3/28/11

Thanks again for your readership and comments. Dr. Lafsky is correct on my English — thanks for pointing this out!

I like the idea that several shared along the lines of walking in the customers shoes. Early summer, I hope to share some of our success in this area that has helped tremendously.

As for Blah, I embrace him/her and would enjoy the opportunity to chat sometime. His/her facts are incorrect, but I hold no ill will towards him/her. I have made many mistakes, some of which I described in Biggest Blunders. I will make more. Ideally never the same ones. Let the person who is without fault cast the first stone.

Ed Marx is a CIO currently working for a large integrated health system. Ed encourages your interaction through this blog. Add a comment by clicking the link at the bottom of this post. You can also connect with him directly through his profile pages on social networking sites LinkedIn and Facebook and you can follow him via Twitter — user name marxists.

News 3/23/11

Top News

Politicians from Epic’s home state of Wisconsin urge the VA and DoD reconsider their plans to develop an open source replacement for VistA, asking for “appropriate consideration” for “commercial EHRs.” Epic admits it provided information to Wisconsin’s members of Congress as well as to those from other states, although a company spokesperson stresses that it does not hire lobbyists. Expert Tom Munnecke was quoted as saying, “The open-source VA VistA model was always under attack by those who wanted to lock the government in to their proprietary architecture. The VA showed repeatedly that an open model was superior.”

The Alembic Foundation announces its formation as a nonprofit that will build and manage open source technologies that empower citizens. Its first project is Aurion, which will extend the work of the CONNECT project as a private sector custodian. David Riley and Vanessa Manchester, Alembic’s president and COO, respectively, helped develop CONNECT for the Federal Health Architecture as independent contractors before starting Alembic. They also mention a keen interest in Personally Identifiable Information.

Reader Comments

From Frank Poggio: “Re: Medicare Payment Advisory Commission’s recommendation of a 1% physician pay increase. If a doc gets payments of $400k per year from Medicare, that means they will get a $4k increase in payment if volume and mix stay the same. But .. CMS has never accepted the MPAC recommendation without lowering it, so probably will be more like 0.5% (a $2,500 increase). Now if the doc does not do the EMR dance and misses MU, they will get hit with a 33% reduction in his/her Medicare adjustment, reducing the $2,500 by $800!! In other words, if I do not spend $40k+ on an ambulatory EMR (not including installation, training, etc.) it will cost me $800. Sounds like a no-brainer to me. Forget the $800 and do it when you are really prepared and ready to, not when the government says JUMP!”

From Nolan Smith: “Re: Duke CIO. Duke University Health System has picked a new CIO. Look for an announcement soon.”

From Lazlo Hollyfeld: “Re: NHIN Direct. I give the federal government credit. I never throught they would get this far. Gradually added vendors and now have almost every important ambulatory EMR vendor. I do wonder, though, why athenahealth is MIA, especially since Bush takes every chance he gets to bring up the ‘walled garden’ analogy of his EMR competitors?” ONC announces that 60 organizations (including the vendors on the list above) will support the Direct Project’s protocols, which will allow simple EHR-to-EHR messaging and secure e-mail (using the provider’s Direct Address) to replace paper and faxes.

HIStalk Announcements and Requests

Several readers suggested holding off a couple of weeks before deciding whether to make the “new” format (this one) permanent, so here’s your last chance to vote.

I wrote some pretty good editorials for Inside Healthcare IT over several years because I wasn’t as busy with HIStalk then and I have a desperate need to be loved (it must have been that because I worked cheap). I’ve reacquired the rights to the large collection (something like 175 editorials) and will start running them occasionally on HIStalk. They’re fun to read because they cover what was big news at the time (much of which still is), not to mention that I wrote them on a tight deadline that made me usually go way over the top in both subject and style (the title of one of my early ones: Just Back From HIMSS? Finish Implementing Yesterday’s Fads First.) I ran a few of them here years ago, but most haven’t seen the light of day unless you were a subscriber to that newsletter.

Acquisitions, Funding, Business, and Stock

Xerox-owned Affiliated Computer Services (ACS) will acquire CredenceHealth, a provider of clinical surveillance software, and will integrate its clinical surveillance tools into ACS’s Midas managed care solutions.

Cerner shares hit an all time-high this week, closing Tuesday at $107.80 and giving the company a market cap of $9 billion. Neal Patterson holds $459 million worth.

A Kaiser Health News article says that insurance companies are investing in less-regulated businesses to keep their profits high, potentially also giving them control over more of the healthcare system. Mentioned: UnitedHealth Group’s acquisitions (including Picis), Aetna’s purchase of Medicity, and Humana’s acquisition of clinic operator Concentra. Former ONC head David Brailer is quoted: “If you’re a health plan, you either become a care delivery system or an information services company. The traditional business is dead.” 

Apple sues Amazon, saying the company improperly used its trademarked “App Store” name. Some EHR vendors have used that name as well, so this is probably a good reason to stop.

A class action lawsuit trial against Tenet Healthcare starts Monday, brought by people inside Memorial Medical Center, a New Orleans hospital it owned in which 45 people died following Hurricane Katrina in 2005. The suit claims the hospital had inadequate backup electrical systems and wasn’t prepared to handle a disaster. Tenet is alleged to have initially turned down the hospital’s requests for supplies and evacuation helicopters. Doctors at the hospital have already admitted they intentionally killed suffering patients with drugs in the four days it took for help to arrive.

Sales

United Hospital (MN) chooses Isabel Healthcare’s diagnosis support system to integrate with its Epic EMR.

The Military Health System awards Evolvent seven new task orders, including a transition from ICD-9 to IDC-10 code sets and 5010 updates.

People

John Schrenker, former CIO of Lakeside Health System (NY), will run the new online master’s degree program in health information administration of Roberts Wesleyan College.

Announcements and Implementations

MidMichigan Health goes live on Cerner after spending 398,000 person-hours preparing, not including the time of Cerner employees or that of contractor Deloitte Consulting. The total project cost for MidMichigan’s four hospitals: $50.1 million.

Banner Health (AZ) will spend $200 million to upgrade its Cerner systems in 23 hospitals, expecting to recoup $125-$150 million from federal EHR incentives.

Henry Ford Health System (MI) goes live on its $100 million CarePlus Next Generation EHR at its Ann Arbor location. Henry Ford’s IT team, including six executives and 150 programmers, spent six years developing the system, which is sold commercially by Reliance Software System (RelWare) as EXR.

Innovation and Research

athenahealth VP John Lewis says that his company is “definitely considering” retooling its product to work on Safari and Mozilla browsers and not just Internet Explorer, but notes it would require “a big chunk of additional cost in research and development.”

Other

I mentioned Vince Ciotti’s HIS-tory presentation at HIMSS. He’s putting together a version for HIStalk, the first installment of which is above. Assuming SlideShare works, anyway, not a given since they seem determined to mess it up by grafting it onto Facebook and Twitter. My first choice was Microsoft’s Windows Live SkyDrive, but I couldn’t get it to work right.

The new $1 billion children’s hospital in Victoria, Australia will open in November using software applications it previously described as “old and outdated” and potentially dangerous to patients. The hospital had turned down the government’s HealthSMART system to go its own way and requested $24 million to buy an unnamed US system, but the new government forgot to budget for it.

Two New York men are arrested for selling oxycodone out of a Lickety Split ice cream truck. Kids would buy their frozen treats and grownup addicts would line up make their purchases, turning the truck into a $1 million a year business. They pair will be giving up their mobile freezer for a different kind of cooler.

Sponsor Updates

• Cumberland Consulting group promotes Elizabeth Durst to executive consultant.
• Sage Healthcare finalizes a uniform community health center contract with the Texas Association of Community Health Centers.
• California Health Information Partnership and Services Organizations (CalHIPSO) identifies eight vendors to participate in a Stage 1 contract negotiation process: Allscripts, eClinicalWorks, GE (Practice and Advanced Systems), Greenway, NextGen, athenahealth, McKesson (Practice Partner), and e-MDs.
• Quest Diagnostics launches a 12-week, 10-city Care360 EHR Road Test tour to provide live demonstrations of the Care360 EHR software.
• Fujifilm Medical Systems and Nuance Communications partner to sell Nuance’s PowerScribe 360 dictation system to Fujifilm’s base of radiology customers.
• MD-IT posts a product video to YouTube.
• Consulting firm asquaredm offers a free guide called The Physician Compensation RVU Fallacy: Part 2.
• Health Assocation of New York State (HANYS) expands its relationship with RelayHealth as its preferred partner for revenue cycle management solutions for its member hospitals and health systems.

Contacts

Mr. H, Inga, Dr. Jayne, Dr. Gregg.

Curbside Consult with Dr. Jayne 3/21/11

It’s officially spring and there was a full moon over the weekend to boot. I’m not sure what I was thinking when I decided to work this one.

One of the downsides of being a CMIO type is that I’ve had to give up any semblance of a “normal” practice. Most of what I do these days is emergency department coverage or urgent care. One of the things I enjoy doing, though, is Locum Tenens work. If you haven’t heard of that, basically it means that you’re for hire to anyone who’s willing to meet your terms. Sometimes Locum work is fun, because you can take an assignment at an exotic location or practice in a way you normally don’t, like with the Indian Health Service or the military.

In my case, though, I usually Locum in my own metropolitan area. Folks like to hire me because I’m proficient in several EHR systems and can hit the ground running. (Thank you, moonlighting shifts during residency! Thank you, best of breed strategy!) In addition to the variety, this lets me see under the hood of other systems and experience for myself how other practices are using technology to perform patient care.

You might think it would be a competitive intelligence issue — that practices would be reluctant to use someone like me because I might steal their secrets. Frankly, they’re just happy to get someone who can jump right in and they don’t have to pay extra hours for training time. Most of the time it’s fun, but sometimes it’s very humbling.

Musings of a Mercenary Doctor

Training and staff proficiency makes a huge difference. There’s one group where I cover acute/sick visits. The physician shift splits two nursing shifts, so each physician works with two different nurses. I only work there once a quarter and it’s a large group with multiple locations, so I haven’t met everyone.

Recently I had the Jekyll and Hyde day. My morning nurse was spectacular – every patient history was nearly 100% complete, all medications were reconciled, and needed labs and diagnostic studies were pre-ordered based on standing orders. We rocked through 38 patients, too good to be true.

Remember that scene in Titanic where the crew in the crow’s nest shouts, “Iceberg! Dead ahead!”? Well, someone should have shouted that during shift change.

I spent the next couple of hours absolutely treading water and gasping for air. The semi-retired nurse who was staffing me apparently thought free-texting everything was a good idea, effectively sabotaging any smartness of the EHR workflow to select the right documentation forms or to share information between today’s symptoms and the patient’s previous notes.

Instead of reconciling medications she just entered new medications, creating duplicates. No tests were pre-ordered, making for a backup in radiology after I sent three patients simultaneously just to get the exam rooms clear for new patients. Although the volume had slowed significantly, it felt like we couldn’t get ahead. I kept focusing on the fact that at least I got to get in my lifeboat and go home at the end of the day.

Shirley is super-nice and does phone triage better than anyone I’ve worked with in a long time. She knows exactly how to counsel patients and is excellent with procedures. By late afternoon, the other physicians were gone except the two of us doing evening coverage.

According to my colleague, because she’s well-liked and is close to retirement, no one has the heart to either tell her that her misuse of the EHR is sabotaging the docs or that she needs retraining. Although they grouse about her at every provider meeting, they’ve decided they’re OK with it because they don’t want to hurt her feelings or rock the boat. The younger nurses don’t want to work nights and weekends and they can’t afford to lose her.

One of the great things about being a mercenary is not having to deal with office politics and being able to push the limits a bit. I decided to ask her how she thought the shift was going. She admitted being aggravated because she’s “not good with computers” and said she’d been frustrated since their go-live last year. I decided to dig a little deeper and see what I could do to help.

Turns out she’s semi-retired and works evenings and weekends because she helps care for her grandchild during the week. It also turns out that the practice did all the staff training last year during the morning, while many physicians were on hospital rounds, so they wouldn’t have to cancel patients. She never had formal training on the system. They asked one of the 21 year-old medical assistants to let her “shadow” and “learn the system” one afternoon.

Are you kidding me? I can only imagine what that was like for Shirley, trying to catch up after the fact and trying to learn from someone a third her age who was also learning the system.

I asked her if I could show her a couple of small things that might make her life (and selfishly, mine) easier. In just a couple of minutes between patients, I taught her how to reconcile medications and worked with her 1:1 on the next few patients. By the end of the shift, I had fantastic med lists and she felt like she had accomplished something. We spent a few minutes talking about how the logic of the system works and what happens downstream when you free-text. She honestly had no idea the havoc she was causing.

I cornered the other physician when we hit a lull. He was surprised. He had no idea Shirley hadn’t been trained. The docs had abdicated any responsibility during the EHR implementation, leaving it up to the office manager. He didn’t know about her work situation or what was behind it. I could tell he felt bad for complaining about Shirley rather than figuring out a solution. I told him what I showed her and what Shirley was now able to do.

In short, I spent about thirty minutes training/mentoring her rather than doing her job for the rest of the shift. I was happy, she was happy, and you can bet the next physician she staffs will be happy. As I finished my notes and the last few patients were trickling out, the other doc was showing her how to access his medication favorites list so she could use it to enter medications on new patients.

I hope he’s able to help his partners understand the situation and get her the training she needs (and deserves). I ended up seeing over 60 patients that shift, but the most important “care” I delivered didn’t have an ICD-9 code attached to it. Even on hectic days with systems that don’t always work the way we want, remember to look out for each other.

E-mail Dr. Jayne.

Monday Morning Update 3/21/11

From Holly: “Re: Patrick Soon-Shiong. Maybe his healthcare announcement, if there really is one, will involve his recent investment in online game developer Fourth Wall Studios. He mentioned healthcare in his statement about that investment. ‘As I work with new technologies for healthcare and medicine, I see more and more parallels with what’s happening in entertainment; for example, the rapidly accelerating use of mobile devices and social media platforms, and the use of novel algorithms to create machine vision.’” Machine vision means applying computer algorithms to extract information from images that can be used to measure or control a process. It’s usually mentioned in a manufacturing context, but it sounds like PSS has something different in mind. That doesn’t sound like technology that would interest a wireless conference crowd, though.

From Kittery: “Re: Allscripts. Notified employees this afternoon that product strategy will move under President Lee Shapiro. It previously reported to John Gomez. Rumors abound that Gomez’s departure is imminent and the company is enticing his direct reports to stay. The e-mail also said that Lee Shapiro will lead its international business, which will focus on English-speaking countries where it maintains a footprint. It did not include the Middle East, where the company recently walked way from the largest deal where they were vendor of choice.” Unverified. I’ve heard the Gomez rumors over several weeks, but that’s all they are so far.

From The PACS Designer: “Re: Apple’s iOS 4.2 Personal Hotspot. Another feature of Apple’s iOS 4.2 is the availability of a Personal Hotspot that others nearby can use to connect to the Web. With this iOS 4.2 feature, the iPad was capable of averaging just over 1 Mbps on downloads and uploads using a 3G network. InformationWeek has an evaluation of the pluses and minuses of this feature.”

From Swedish Meatball: “Re: Swedish. See attached regarding planned affiliation between Swedish Medical Center in Seattle and hospitals on the Olympic Peninsula in Washington State. As affiliates, the hospitals will be using Swedish’s existing Epic EMR. Swedish already has a contract in place with The Polyclinic to share its Epic EMR.” Internal documents from Olympic Medical Center suggest that the EMR was an important part of the decision, along with clinical integration, collaboration on support services, and ACO.

From An HIStalk Fan: “Re: my MBA class’s Google survey. I had a dismal 38 respondents, but due to your efforts, I exceeded my goal with 551 respondents. Thank you. I do want to share that I have a better appreciation for the work you, Inga, and Dr. Jayne do for us readers. As a nurse, I know what it means to have a thankless job and your HIStalk work is definitely right up there in my book. The negative comments to my one open response survey question flabbergasted me. I’m sure you have had your share and I hope the naysayers never distract you from the truth, which is, WE ALL LOVE YOU, MR. H! I also wanted to provide you the results of the survey.” I’m occasionally amazed at how ill-mannered some people get over something trivial (like getting a second e-mail blast in one day or my mentioning my out-of-work friend). It used to bother me, but I’ve distilled my reaction as follows: (a) if I’m not getting readers worked up in ways both good and bad, then I’m not doing my job; (b) I don’t know the commenter and they don’t know me, so it’s not really as personal and hopefully it’s just Internet rudeness they wouldn’t exhibit in person; and (c) a few people in any given subset of the population have serious issues, and if blasting me by e-mail keeps them from expressing their inner rage in more harmful ways, then that’s OK, I can take it (although I always ask myself why they’re reading if it bothers them all that much). It’s also not a thankless job – I get thanks all the time and appreciate that. I uploaded the PDF results of your survey here.

From Dale Sanders: “Re: from The Onion. You are going to love this!” Dale’s right – I love The Onion and I’ve previously observed, as they do here, that oil change places keep better records about your car than most hospitals keep about its driver.

Quick-Lube Shop Masters Electronic Record Keeping Six Years Before Medical Industry

KETTERING, OH—A comprehensive digital cataloging system that keeps track of its customers’ car maintenance history, oil-change needs, and past fuel-filter replacements puts Karl’s Lube & Go’s computerized record- keeping an estimated six years ahead of the medical industry’s, sources confirmed Friday. "We figured that a basic database would help us with everything from scheduling regular appointments to predicting future lubrication requirements," said the proprietor of the local oil-change shop, Karl Lemke, who has no special logistical or programming skills, and who described his organizational methods, which are far more advanced than those of any hospital emergency room, as "basic, common-sense stuff." "We can even contact your insurance provider for you to see if you’re covered and for how much, which means we can get to work on what’s wrong without bothering you about it. The system not only saves me hundreds of thousands of dollars per year, but it saves my customers a bundle, too." Lemke added that he also routinely and politely inquires about his customers’ health and well-being, which puts him roughly 145 years ahead of the medical industry

We still can’t collectively decide whether free government money has too many strings attached. New poll to your right: who owns patient information in EHRs and other provider systems? A simple question that I suspect does not have a simple answer.

We already mentioned that the press release touting a $3,500 EMR report fails to mention Epic. It also misspells Eclipsys, which for some reason is as vexing to writers as Misys was (Mysis, anyone?) The report may be amazing, but I’d have a tough time writing that check based on what I’m reading here.

Speaking of lame press releases, here’s one from Avaya, touting the results of its booth survey at the HIMSS conference (one could argue that the survey itself was lame considering it was conducted at the Avaya booth with no respondent pre-qualification or demographics noted and only 130 responses received). Not only are the results startlingly mundane (hospitals buy IT to improve patient care, clinicians are busy) but the press release segues directly to a product pitch, ruining the perception of the 1% of readers who might have thought they spotted a tiny glimmer of objectivity by virtue of squinting their eyes and reading really fast. Not surprisingly, some of the rags and sites dutifully reported the results as though they were meaningful. I’m hoping we weren’t one of them since Inga loves writing about surveys and I usually limit her to one per post or I just edit them out. Companies do self-serving, statistically unsound surveys because they know lazy writers will run the company-friendly results unchallenged, adding their own catchy headline and dramatic summary in hopes of being mistaken as having commanding industry analytical skill.

Welcome to new HIStalk Platinum Sponsor Logical Progression and its flagship product, Logical Ink. The Cary, NC company has offered mobile documentation solutions for years, leveraging tablets, digital ink, and a pen-based interface to give clinicians a user interface that’s as natural and easy to use as paper. They convert paper forms to mobile applications that physicians and even patients themselves complete just like they would on paper, adding their own free-form notes, drawings, or signatures (data capture from handwriting recognition is supported). The resulting documentation is validated, digitally signed, and sent to clinical or enterprise content management systems. Sample solutions include admissions, informed consent, progress notes, radiology, and anesthesia record. The company owns all of the technology it uses, so it provides total system support and OEMs its technology. Refreshingly, it offers detailed and complete pricing information in the clear on its Web site. Thanks to Logical Progression / Logical Ink for supporting HIStalk.

Here’s a demo of the Logical Ink consent app for the iPad.

I’m still working on the idea of giving small, innovative companies exposure on HIStalk. I have experts in place to do the vetting and ideas of how that exposure will look. We’re working out the details and will be taking submissions soon. I think it’s going to be tremendously fun, so stay tuned.

Canadian surgeons are using Microsoft’s Xbox Kinect in surgery to allow them to manipulate medical images via gestures without breaking scrub. They say it can save up an an hour in complex surgeries that would otherwise require leaving the sterile field and scrubbing in again, saying it works like a car GPS in allowing you to keep driving while you get oriented.

Montana governor Brian Schweitzer urges state lawmakers to reconsider their decision to make Montana the only state to reject HITECH EHR money. The legislature has voted four times to deny the state’s HHS department the authority to accept an estimated $35 million in federal money to distribute to hospitals in the state. The governor, a Democrat, says the money would reduce healthcare costs and increase jobs. Republican lawmakers say they’re drawing the line on out-of-control federal spending, with one saying, “Every one of those federal dollars that we spend, a taxpayer somewhere has to come up with.”

Thomson Reuters is helping out folks in Japan by providing free access to the radiation exposure content in its Micromedex Poisindex. All clinicians in Japan and everywhere else, whether they are Micromedex subscribers or not, can review information on evaluating and treating radiation exposure.

Speaking of the situation in Japan, hospitals are struggling. Some are without utilities, one has 10% of its staff missing, another used the last of its rice and limited patients to two meals per day, and physicians and employees can’t get to work because of fuel shortages. “It’s as if some enemy is starving us out,” one hospital official said.

Cooper University Hospital (NJ) is using iSirona’s solution to send monitor data directly to Epic, which the hospital says saves each nurse about an hour per shift.

I mentioned that only one of the educational sessions I attended at HIMSS was any good, that one being about bedside barcoding. It was excellent and very well received. I didn’t have presenter information, but it turns out it was Charles Still of Southwest Vermont Medical Center. He e-mailed me to let me know that he offers a more in-depth Webinar version of the same presentation a few times a year for $149 per attending site to offset some of his conference expense. The next session for Technical Device Considerations for EMAR/BMV Systems Implementation is April 14, with a limit of 24 participants for the 90-minute class.

A research study published in JAMIA finds that electronic medical records systems improve quality of care of HIV/AIDS patients in developing countries by sending clinicians automated reminders of overdue CD4 blood tests. The system used was the open source OpenMRS.

GhostExodus, the 26-year-old who who posted a YouTube video of himself hacking into computers and the HVAC system at W.B. Carrell Memorial Clinic in Texas, is sentenced to nine years in federal prison. He seems more stupid than dangerous.

E-mail Mr. HIStalk.

HIStalk Interviews Omar Hussain, CEO, Imprivata

Omar Hussain is president and CEO of Imprivata.

Tell me about yourself and about Imprivata.

I’ve been in the software business since 1985. I was introduced to Imprivata by the investors in 2002 when they were looking at it as a company to invest in. I met up with the founder, David Ting, and have since then had the fortunate privilege of being with Imprivata as we’ve grown the company and the business.

I’ve done a bunch of tech jobs: CTO, CEO, marketing, including all the usual career paths that you have.

UPDATE: in reviewing the recording, I found that I cut Omar off before he described Imprivata’s business. Just to clarify, the company offers user access solutions that include single sign-on, authentication, virtual session security, and privacy auditing tools.

The company is in markets other than healthcare, correct?

About 65-70% of our business is healthcare. We have financial services and public sector. Public sector covers everything from police departments to parole boards to departments of transportation, etc.

How was the HIMSS conference for the company?

It went very well. It was a great conference.

I thought it was good for us. In the last year, we’ve set up a healthcare division that really started to focus on healthcare as an industry for us. It’s good to now reach that stage where you have enough size and enough presence and enough customers that it’s a real show. You’re not just floundering around trying to meet with everybody. People like to come and meet with you, so that’s good.

CPOE utilization in hospitals is really low. How much of that relates to convenient physical access to systems?

Probably the number one problematic issue is physician convenience. If you think about it, this industry was paper based 10 years ago. Now, whether it’s in the US, UK, Benelux, or France, everybody globally is moving toward some kind of electronic record system. Because of patient privacy and patient safety concerns, there are all these government regulations around access controls.

Those access controls add minutes to a basic interaction that takes very little time. I joke about it, but if a physician or a clinician is spending two minutes logging in, logging off, and doing all the various things they need to do to access the records and they’re only spending eight minutes with the patient, that’s a lot of time as a percentage.

I think that’s where the big difference comes in. People have been so used to just signing a prescription using pen and paper, and in some cases not signing it … a nurse can sign it, you know?

People always think that clinician workflow is driven mostly by the applications that they use and how those applications are designed. What you’re saying is that how they log in and interact with those applications is equally important?

I don’t come from healthcare. I had to come from different technology companies that have been in different industries. The one thing you notice is that when we talk about workflow in any other industry, the user or the employee is constant and the work moves around them in the supply chain. Here, the user or the doctor is the one who walks, who changes around, and the service they provides stays constant. The workflow is very, very unique in healthcare.

I think when you look at what physicians are trying to do, missions are focused on the ultimate result — improving patient care as an outcome. Everything else is either an encumbrance or part of the problem, not part of the solution. Systems that can alleviate those encumbrances, make things smoother and easier, and streamline them have a lot of value to physicians.

It seems as though mobile device growth has changed the physician tolerance level.  Do you see that having access to iPads or iPhones and using applications on the fly is changing the expectation for readily available applications that aren’t inconvenient to use?

Absolutely. The net of it is that they provide benefit to the physician. Any technology, particularly when it comes to certain markets or certain temperaments of users — if they can get benefit out of it, then they’re going to use it a lot more. 

The benefit of a mobile device like the iPad or any other tablet or a mobile phone is that if you need to really access some information, now you can get some basic patient vitals, basic patient record information without having to go find a computer, dial in, log in. Hugely convenient. That’s why the adoption is going up, that it’s accessible the way they want it, when they want it. 

One of the reasons our customers like what we do is … great, you have stronger security or you have better security, but it’s not security they’re buying. They’re buying the fact that nobody has to remember a password. It’s all automated. They can log in and move from one terminal to another terminal.  

The doctor doesn’t care about security one iota. In healthcare, the structure is very different. There’s God, there’s the doctor, there’s the patient, then there’s physicians, then there’s the human race, then there’s IT. At the end of the day, all the doctors care about is taking care of the patient.

I’m telling you, nobody has ever bought our system because it’s secure. They’re buying it because makes their life easy, they don’t have to remember the passwords, they don’t have to log in multiple times, they go from one workstation to another workstation and the session is still hot and live, they don’t have to find the patient again. That’s why they buy it.

I wanted to ask you about the OneSign Anywhere product. Describe how that works, especially the mobile device part of it

Essentially, it’s the same thing as what we provide on a desktop or on a COW or on a workstation, but it’s from a kiosk environment or a mobile workplace. If you have an iPad, another mobile device, or a monitor sitting somewhere and you’re on vacation and and you want to go access information, you can authenticate, you can get in, and you don’t have to know your user names and passwords and all the access is provided. 

It’s basically fulfilling our vision to provide streamlined, simplified access securely from anywhere and from any device. Another step in that direction. It’s taking inside-the-firewall  or inside-the-building access to outside. You’re just eliminating the need to go through VPNs and log-ons and all that. Minimize clicks — that’s the secret to success.

What are your thoughts about biometrics?

Biometrics is an interesting technology … works in some cases, doesn’t work in other cases. If it fits the needs of what people want to do, and then it’s got high value. If it’s for additive security, well, the hospital is not the Department of Defense. They don’t really care.

A lot of our customers who use biometrics actually use the identification capability where they don’t even have to type a user name in. They just put their finger down and it recognizes who you are. It’s interesting. When we first started rolling it out, we thought people wanted authentication. No, no, no — they want the least, the easiest, the simplest way to access information and yet comply with all the regulations and be able to say it was secure and protected and traceable.

With the new requirements under HITECH to raise the bar of knowing who’s on the system, are you seeing higher demand for products like yours? There have been several recent cases where privacy was breached because of a technical flaw of having a user walk away from a logged-in session.

What I think is naturally happening is just the evolution of the market. HITECH is just one of many mechanisms because we see this globally. We have customers all over the world and we see this. Wherever EMR adoption starts to take off, there is some level of regulation that says you got to know who accessed what information, who could have access to it, who saw it, who did what, who monitored it. 

You have to be able to have some level of protection around that. That’s just basic, whether it’s financial information, whether it’s health information … it doesn’t matter. Banks have been deploying this for years. It’s just that in healthcare, it’s slightly different. 

If you’re a bank teller, you’re going to log in once in the morning and you’re stuck with it all day. If you’re a doctor, you’re going to log in maybe 30, 40 times in an hour based on the number of patients you might see. You have to streamline that. 

What we’re finding now more and more is that as systems are getting rolled out and deployed, you have concerns by patients. You have government regulations to ensure that there are some level of patient privacy and patient safety being enforced. That’s where authentication becomes important. That’s where you have access controls. That’s where sort of monitoring becomes really important. You see these cases all over where people have accessed information and you don’t know who saw the record or who let go of the information. The normal problems of technology.

What’s the status of proximity-based security and your Secure Walk-Away product?

Proximity can be used two ways. One is a simple prox card, where in lieu of your finger or your user name and password, you can tap a card and instantly you’re in. That card could also be used to access your building systems, but also be leverage to be a factor of authentication into your technology systems. People love that because it’s really fast. Whichever user comes taps on the RFID device and instantly their session is alive and well. It’s very convenient, and yet secure, and it has authentication around it.

The Secure Walk-Away problem was really around the fact that in healthcare, nearly everybody uses a shared workstation. Very often, people are called away from that workstation. In order to secure it, they actually have to do some act to secure it. They have to hit a key, a hot key, an F1 key, or hit Control-Alt-Delete. They have to do something to lock that system.

Secure Walk-Away deals with the problem on unattended desktops. Where someone walks away from that desktop, there’s a little camera that knows, due to heuristic algorithms, that there’s no one in front of that camera, or that the user that originally logged in to the camera is no longer in front of it. It shuts the screen down or puts up a block. The information is still live. If I come back to it and I was the original user, I don’t have to re-log in, retype in anything. I left it exactly where I was. But if a new user comes up, they have to shut it down and re-authenticate.

The problem that’s trying to solve is not just around patient privacy, but a lot of it around patient safety, where I could have been entering information on patient A, I got called away, you came into the same workstation and you changed it to patient B. You’re entering the information. I come back two minutes later thinking that it’s still the patient I was working on, patient A, and I enter in some information that’s wrong. I’m entering the wrong information against the wrong patient. This helps protect against that.

It’s a very, very complicated problem. We’ve been working on it for many years. We launched it and it has been a great success. A lot of hospitals are looking into it right now. We have a bunch of pilots going on right now with a bunch of customers, and it’s been a big success. But again, it’s one of those unique technological problems that you have to solve for a very unique environment — a hospital and the shared workstation in it.

Some of the earlier attempts to fix that problem were based on a badge tag. How is the camera better?

There’s been the sonar, which is like the system that is used in flushing systems, where you walk away and then it automatically flushes. There were the mats that came out at one point, pressure-sensitive mats where you were stepping on, and then there was the other RFID situation. People have been trying to solve this problem for a very long time.

We think we have created enough innovation to truly take a different approach that removes the authentication and the access from just doing one task, which is securing an unattended desktop. When you’re logging in, the camera sitting on top doesn’t know it’s you. It’s not authenticating you; it’s not doing anything. All it’s doing is taking a snapshot of you and associating it with your authentication. It has a set of algorithms that say, you know, if you turn your face to the side, you’re in a zone. If you walk away from that zone, it’s going to lock it up. When you come back, it’s going to recognize the characteristics and let you back in.

We have to continue to make innovations to it.  We’ve already had lots of ideas that people have asked for us to add to it, so we’re pretty confident it’s going to be a big success. But at the end of the day, it’s a problem that’s existed for a long time, ever since they started to introduce workstations in healthcare. We’ll keep innovating until we can solve it.

How are hospitals are using Privacy Alert?

Privacy Alert is patient access monitoring. If someone comes in and says they didn’t have access to these records or if some celebrity or patient comes in and says, “I don’t want my records seen by anybody who’s not on my care team,” then you can monitor access. You can put in controls that raise the flag that says, “OK, this nurse is not on your team and has been accessing your records.”

This is directly as a result of some of the provisions that some state laws have passed, that has been in the recent HITECH Act that you mentioned. All around the fact that they have to be able to monitor who has access to which patient’s records.

I think that this all started with California, where they had issues around people seeing Octo Mom’s records and you had issues people seeing Maria Shriver’s records. There were a lot of celebrities that would go in and then the information would come out and then the hospital would deal with lawsuits. I think that spread. I think California was the first state to pass a law around this. Over the last few years, it’s become more and more widespread and adopted nationally. It makes good sense. Anywhere else, you’d be able to tell that.

As I said earlier, this is a logical evolution of an industry that is taking a lot of sensitive information and is now making it accessible in order to improve its own efficiency. The problem is that you are in an industry where it’s very difficult to do that, because the primary motive is not producing a product, but saving someone’s life or taking care of a patient. 

If you can’t find mechanisms by which you can embed security into the workflow, streamline it, and eliminate the encumbrance that security brings to the process, then that’s where utilization doesn’t happen. That’s why you have all these CPOE systems that clinicians aren’t using because it’s a pain. You have the EMR system that people don’t log in to because they don’t want to use it.

One of our customers found that the average nurse was logging in 70 times a day. Each log in was taking them about two minutes and sixteen seconds. After they bought our solution and had it deployed, they had it down to seconds. This IT guy was telling me he’s never the CNO praising him on anything, and now it’s like a little love-fest going on because it’s convenience.

They have a job to do. They want to do their job and now you’ve rolled out a system that adds another layer of steps. Instead of me seeing 100 patients, I’m going to see how many patients less because I’m spending two hours just getting in and getting out of systems? I think that’s where the value of what we do comes in front and center.

My last question reflects on that. If you look at the big picture of getting physicians or other clinicians to use technology, what strikes you as being the most important factors over the next few years?

I think it has to become simple, easy, and intuitive into their workflow. One of the reasons why Epic has been so successful and some of the new vendors that are coming into the spaces are innovating is they’re not taking a traditional approach. They’re saying, “Hmm, this problem is a lot more complicated. How can I truly make technology an integral and simple part of the clinician’s day-to-day work life?”

The more those innovations happen, the more you’ll see the utilization go up. Everybody at the end of the day wants to see and needs to see more patients, not just for business or productivity reasons, but because globally we have an aging population. Only so many physicians in the world, right? There are only so many resources, so you need to make things more efficient.

I think if there’s any industry that’s going to benefit by technological adoption, it’s going to be healthcare, dramatically. What’s going to drive it is easy, simple, and integrated solutions. People are not going to buy just raw technology. They’re going to need something that really offers a benefit. Otherwise, they could just use paper. It’s much easier to take the vitals, write them down, have a doctor come up, read them, sign off, and go.

Any final thoughts?

Love HIStalk. You’re a great writer. It’s fun to read.

News 3/18/11

Top News

A lawsuit against Walgreens focuses on the selling of medical information gleaned from patient prescriptions. Previous lawsuits focused on patient privacy violations, but this one charges Walgreens with depriving patients of the commercial value of their own prescriptions by selling their de-identified information to drug companies for marketing purposes and keeping the money for itself. The plaintiff argues that Walgreens doesn’t own the information, so it shouldn’t be selling it. The suit cites a 2010 SEC filing by Walgreens that lists “purchased prescription files" as an intangible asset worth $749 million.

Senator Sheldon Whitehouse (D-RI) introduces legislation that would expand EHR stimulus incentives to include eligibility for behavioral health, mental health, and substance abuse treatment professionals and facilities.

Harris Corporation and Johns Hopkins Medicine announce a joint venture in which Harris will develop medical image management solutions for Hopkins that it will then commercialize.

Reader Comments

From Stephen Yoder: “Re: appointment scheduling. I’m an applications specialist with Cerner and Epic experience and have also worked with a Mammo RIS from a small company called PenRad. It does something that Cerner and Epic can’t – it allows scheduling two or more successive appointments ordered by one provider from different locations (or organizations) and then correctly routes the signed results via fax back to the location from which they were ordered. Those other systems send everything to one location, or require entering dummy doctors. Faxing isn’t going away and neither is FNPs, PAs, and MDs working on multiple locations. Comments welcome, even statements that I’m silly for expecting the big dawg HISs to perform as well at a specific task.” Unverified. PenRad is the #1 KLAS-rated mammography information system, according to the company’s site.

From Lamprey: “Re: CTIA. The wireless conference is hyping the conference in saying that healthcare billionaire Patrick Soon-Shiong will make some kind of major announcement during his keynote.” He’s buying lots of companies (and a chunk of the LA Lakers) so that could be the case, although I don’t know why he’d tip his hand to a conference organizer in advance. He’s made other big announcements about healthcare, society, etc. that haven’t amounted to much so far. We’ll seen next Wednesday.

From Mr. Sandman: “Re: Qatar. Two big deals are going down, with Sidra and Hamad Medical Corporation choosing systems. These are right up there with Cerner winning Abu Dhabi awhile back and the Dubai meltdown where Epic won and then had the contract cancelled. Eclipsys won the Hamad bake-off, but last month Allscripts told Hamad they were withdrawing. That’s walking away from possibly the biggest deal Eclipsys ever had as vendor of choice, essentially giving Cerner the business and a major foothold in the Middle East. I don’t know if Epic will jump back in due to the huge expense involved and their experience with Dubai.” Unverified.  

From Former Eclipsi: “Re: new Allscripts India-based offices. Not sure why they are referred to as new. Eclipsys was doing development and support for Sunrise at that same Pune location and Allscripts has been in Bangalore for almost that long.” I wondered that, but I assumed they were moving additional services there. I heard from someone who should know that the offshoring works well to eliminate the US-based resources from doing drudge work, but things go downhill fast when problems go off script (this person swore that a senior Windows engineer in India had to be walked through finding the Windows Start button). Eclipsys had apparently replaced all of its American remote hosting help desk analysts with India-based staff, resulting in some clients demanding that their calls not be routed there after service problems (not unheard of with offshoring in general, sometimes for good reason, sometimes not).

From Perry Natal: “Re: Inova Fairfax. Any idea why they de-installed GE Centricity and switched to Epic?” Here’s the much-appreciated response from Inova SVP/CIO Geoff Brown:

We have not deinstalled GE Centricity and switched to EPIC. As of 3/16/11 we do not have an agreement with anyone other than GE and McKesson as our core HIS vendors. We did conduct an assessment of our current and future state requirements which led us to issue an RFP to GE, EPIC and other vendors. The catalyst for this centered on our 10 year projected business plan goals and objectives. Drivers included health reform / mu, aco, enhanced analytics requirement, 5010 / icd-10, ambulatory & inpatient system interoperability, physician, patient care and patient experience requirements. I won’t hood wink you because we are strongly considering our options but as of today while rumors are swirling nothing has been finalized. If something should happen I’ll be happy to update you.  Obviously I’m a fan of HIStalk and have found it viable as a useful source for information and insight relative to industry activity.    

From Will Weider: “Re: Ministry Health Care. In response to the earlier post, we are running a system selection process to choose a single HIS with a single patient database. Today our hospitals run eight HIS instances, and we want to simplify this environment and improve the patient experience. Thus far the selection is limited to our two incumbent partners, Meditech and GE. We have not made a decision and we have not made a commitment to upgrade to GE Centricity Enterprise 6.9. Regarding HITECH EHR Incentives, our current plan is to certify ourselves using our combination of EHR technologies, rather than rely on a single certified EHR.” I’ll call this “verified” since Will is the CIO.

HIStalk Announcements and Requests

Listening: I can’t get enough of Deer Tick (goofy name aside), which I know I just mentioned, but I’m hooked. It’s the best thing I’ve heard in months and I’m playing it constantly. This song is amazingly good and world-weary considering the band is made up of kids in their early 20s (and a little Googling raises the strong possibility that the hard-miles singer is the son of Rep. John McCauley Jr. of the Rhode Island House of Representatives). I’ll be shocked if they don’t blow SXSW away this week.

The first day of spring is Sunday, just so you know. I’m definitely spring feverish.

On the Job Board: Regional Sales VP- West Coast, Account Manager, Content Writer/Media Specialist. On Healthcare IT Jobs: Physician Informaticists, RN Systems Analyst, Marketing Technology Programming Analyst, Implementation Consultant.

Acquisitions, Funding, Business, and Stock

Document management vendor Accentus acquires speech-to-text technology vendor Mrecord. Accentus acquired two transcription-related companies in December.

Sales

Franciscan Health System chooses TeleHealth Services to provide interaction patient education and entertainment services at its new St. Elizabeth hospital in Enumclaw, WA.

The board of directors for Sharon Regional Health System (OH) approves a five-year, $13 million Cerner purchase. The health system also hires Donna M. Walters as senior director of IT to lead the EMR project and other IT efforts.

Also choosing Cerner: Sheridan Memorial Hospital (WY), in a $9.8 million deal. The hospital’s CFO anticipates receiving $3.1 million in stimulus funds after its August 2012 go-live.

The William W. Backus Hospital (CT) will use a charitable foundation’s donation to fund a two-year extension of its subscription to MyHealthDIRECT, which allows referring non-emergent ED patients to the appropriate level of care by searching the open appointments of community-based providers.

St. John Providence Health System (MI) selects Intuit Health to provide a patient portal to its physician practices.

St. Peter’s Hospital (MT) picks SeeMyRadiology.com for the sharing of images with patients and physicians.

Georgia Hospital Association signs a purchasing agreement with Prognosis Health Information Systems that gives members special pricing for the ChartAccess Comprehensive EHR. The solution includes hosting on a shared server at Georgia Hospital Health Services.

NextGen reseller TSI Healthcare partners with The Center for Arthritis and Rheumatic Diseases (TX) for the NextGen EHR, PM, and Patient Portal solution.

Creative Testing Solutions (FL) picks Mediware Information Systems’ LifeTrak software to manage blood testing procedures.

Pine Rest Christian Mental Health Services (MI) chooses CareLogic Enterprise EHR for its 18 behavioral health facilities.

UMass Memorial Health Care (MA) selects Informatica EMR Data Migration Foundation as a key component of its five-year, $140 million upgrade of core clinical and financial systems. UMass is implementing Siemens Soarian clinicals and financials.

People

Healthcare portal company Omedix hires former IntraNexus VP Tom S. Visotsky as VP of sales and marketing.

Insurance industry business intelligence vendor Intelimedix names Michael A. Newman as chief informatics officer. He was previously VP of medical informatics at BCBS Florida and was already on the board of Intelimedix.

Announcements and Implementations

Orlando Regional Medical Center and MD Anderson Cancer Center Orlando go live with PerfectServe’s clinical communication system.

EChart Manitoba, the first province-wide EHR system in Canada, goes live on the first stage of its $22.5 million EHR sharing project. IBM is the project manager for the initiative and dbMotion is providing the software platform.

A data review by Curaspan Health Group finds that 168 eDischarge customers studied in 2010 saved an average of $1.5 million each by having a preventable readmission rate of 14% vs. the national average of 20% .

Evangelical Lutheran Good Samaritan Society will collaborate with WellAWARE Systems, Phillips Lifeline, and Honeywell HomMed in offering wireless sensor technologies to help senior citizens live independently at home. They will study the effectiveness and cost benefit of sensor technology, personal emergency response systems, and telehealth applications.

Baltimore’s technology incubator and its graduate company WellDoc are named finalists for incubator and incubator graduate, respectively, of the year. WellDoc develops chronic disease management applications.

Government and Politics

The second most highly paid local government official in California is the CEO of Palomar Pomerado Health at $1.15 million, according to a review. Eight of the top 20 mostly highly paid employees are hospital executives. At number one was an administrator from Bell, California, population 37,000, whose exorbitant employee salaries triggered the salary review in the first place. The former Bell administrator (now facing charges) made $1.25 million. A similarly outraged article in the New York Post lists the salaries of state hospital executives, with the top end exceeding $3 million.

Technology

Doximity launches its smart phone application for physician collaboration and networking (text messages, photos, telephone dialing, physician locator, provider lookup).

The Toronto paper mentions Ottawa-based Epiphan Systems, which sells a video “frame grabber” used for remote medical image viewing, but also distance education, security monitoring, and navigation. Henry Ford Health System is named as a customer, which uses the company’s $700 device to capture 30 frames per second video from a laparoscopic tower on a standard laptop via USB, where it’s converted to MPEG-4 video and e-mailed as an attachment.

Other

The EMR market was valued at $15.7 billion in 2010, but no single company dominates the market, according to Kalorama Information. It calls Cerner, GE Healthcare, McKesson, and Siemens “established hospital IT giants” and says Allscripts will build share this year. The press release does not mention Epic as one of the big players. Buy your copy for only $3,500 and maybe you can find out why.

Now for something completely non-HIT related: the average women owns 17 pairs of shoes, yet only wears three of those on a regular basis. She also purchases (only) three pairs of shoes a year. I can confirm that I am well above the mean. The editor-in-chief of ShopSmart provides an excellent analysis of why women love shoes:

Shoes never make your butt look big, you don’t have to worry about squeezing into them if you’ve put on a couple of pounds, and they can instantly make you feel sexier.

The photos above, by the way, were sent by readers who support my shoe fetish.

The former CEO of closed Parkway Hospital (NY) is charged with bribing a state senator to help him acquire to other hospitals. He was working with John Krall, CEO of HIT vendor Pegasus Health Restoration, to re-open Parkway. Krall says he has $70 million of capital to reopen the hospital and will serve as its CIO. A community board member wasn’t impressed that Krall declined to name his funding source, saying, “He just came out of the blue. You can’t just come and open a hospital.”

I don’t usually do this, but I thought I’d mention a friend of HIStalk who happens to be a marketing executive looking for a gig. She’s got senior-level HIT experience in working with brand image, brand awareness, social media, PR, product launches, etc. She got our attention as a sponsor contact and definitely raised the visibility of the company she worked for. I offered to forward to her any inquiries sent my way.  

VisualDX diagnostic decision support software outperformed ED docs in diagnosing cellulitis, according to a research study that also found that 28% of admitted patients with cellulitis were misdiagnosed in two hospitals.  
 

Sponsor Updates

• United Medical Centers (TX) will implement Sage Intergy for its eight-practice community health centers.
• Desert Sun Gastroenterology (AZ) selects ProVation MD software from Wolters Kluwer Health for its gastroenterology procedure documentation and coding.
• ProHealth Solutions, a new ACO formed by ProHealth Care hospital system (WI) and the Waukesha Elmbrook Health Care IPA, selects MedVentive Population Manager and Risk Manager.
• Microsoft says that since its purchase of Sentillion in February 2010, deployment of Sentillion products has expanded to 575,000 total users across 220 organizations. Over 50 new customers signed up for Sentillion products in 2010 and Microsoft is now distributing Sentillion solutions in the Asia Pacific market.
• Medworxx will distribute perioperative and critical care systems from iMDsoft’s MetaVision suite in Canada and iMDsoft will offer the Medworxx patient flow, compliance, and education systems outside of Canada in a just-announced reciprocal distribution agreement.
• Several applications of 3M’s eHealth Documentation Solutions are awarded certification as EHR Modules.
• MedAssets announces that it will market the PatientSecure palm vein biometric system from HT Systems to customers of its Access Integrity suite, giving patients faster check-in and more accurate medical records retrieval.
• CEO Jennifer Lyle of Software Testing Solutions will participate on the Meaningful Use panel of the iHT2 Health IT Summit in Atlanta next month.
• Workforce and incident management systems vendor Concerro announces a joint marketing agreement with Sydion LLC, which offers tracking technologies for emergency response organizations.
• Healthcare Management Systems earns ONC-ATCB certification for its HMS Ambulatory EHR, following the recent certification of its inpatient EHR and EDIS.

EPtalk by Dr. Jayne

Despite the spring flowers peeking through after the long winter, my week started with more snow. A bit depressing until the FedEx driver appeared with a package destined to lift my spirits.

The RelayHealth “gift basket to welcome Dr. Jayne” contest goodies had arrived! Chocolate, red wine, great hand cream, and fuzzy slippers. What more could an overworked CMIO want? As an added bonus, the “basket” is a waterproof nylon cooler/tote with an integrated bottle opener which will be great for my local Concert in the Park series this summer. (Yes, dear readers, I do have a life outside health IT, although sometimes it doesn’t feel like I do).

Mr. H alerted me over the weekend to an article by David Blumenthal in Health Affairs. I’m not sure he ever sleeps, but I’m glad when he makes sure I don’t miss interesting things in my ever-expanding inboxes, whether electronic or paper. After snuggling up with the aforementioned red wine and fuzzy slippers, it was an interesting read.

The subtitle is a little underwhelming: “The Benefits of Health Information Technology: A Review of the Recent Literature Shows Predominantly Positive Results.” Where’s the flash and bang? I’d love to see something more like “A Review of the Recent Literature Shows HIT is kicking ass and taking names.” But then again, that kind of concrete statement would require a lot more data than what we have here.

The first thing you note is that all four authors are currently or formerly with the Office of the National Coordinator (although they did list Blumenthal last). Nothing like a little potential author bias to start an article out right. I’d have been more impressed if the same data and conclusions were arrived at by someone independent, such as a university. Although the authors state that over 92% of recent HIT articles were positive, they recognize the cold hard reality that providers are unhappy with EHRs and adoption is a significant barrier.

Building on two previous studies which looked at data from 1994-2007, they examined the months between July 2007 and February 2010 using the same methods and selection criteria. Ultimately they looked at 154 studies (with 100 of those studies being from the United States). Outcomes were ranked as positive, neutral, mixed-positive, and negative based on the proportion of improvement in at least one aspect of care vs. whether any aspects were negatively impacted.

I give them full credit for noting their limitations. The first is publication bias, where negative findings aren’t published as often. The second is weighting all studies equally – independent of study design or sample size. These are very real concerns when performing a meta analysis, whether looking at EHR outcomes or some other parameter.

Reaching the lengthy section on statistical hypothesis testing, I felt myself slipping and had to self-medicate with some of the RelayHealth chocolates, STAT! That got me through to the Discussion section, which was more relevant for most of us. The authors validate what some IT departments seem to forget: “that the ‘human element’ is critical to health IT implementation.” One tidbit that most of us already know is how strongly correlated provider satisfaction is with negative findings.

One key finding is that the data hasn’t changed much from the previous reviews. There’s no real benefit to being an early adopter and slow-moving groups are seeing the same outcomes. For those of us that live every day on the bleeding edge, that’s not a big comfort. Maybe we need to remember The Tortoise vs. The Hare.

I think the best thing they clearly stated that I wish I could make required reading for every CIO, CMIO, CMO, and physician champion: negative findings can be a good thing if they’re used to figure out how to do health IT better / faster / stronger / safer. My spin: don’t take criticism personally – use it to do your job better.

If we’re ever going to get to that “Healthcare IT is kicking ass and taking names” article (which I will happily co-author under my real name with any of you) we need more studies on how to address the challenges we all face and what training and implementation strategies make for the most successful outcomes.

Have questions about CPOE, clinical decision support, or which shapes of chocolate candies have the best middles? E-mail me.

Contacts

Mr. H, Inga, Dr. Jayne, Dr. Gregg.

Readers Write 3/16/11

Privacy and Security
By Glen F. Marshall

The primary issue with healthcare privacy and security is the lack of ongoing risk management as a routine business practice, plus the failure to share data from existing risk analysis in a form that the general public can understand. For example, while anecdotal evidence says that provider employee snooping is the largest threat to privacy, real data are harder to find.

The evidence I have of this is anecdotal. I continually get questions from HIT people about what technology to implement or whether the latest gadget is a good thing to buy. If there was a body of risk analysis information to draw upon, the selection and implementation of mitigating technologies would more often be an informed business process. So would the selection and implementation of physical and administrative controls, e.g., locks on doors, privacy training for employees, or privacy-enhancing advisories for health care consumers.

It is more convenient for the general and HIT press to focus on sound-byte instances of breaches, versus the actual threats and outcomes in comparison to other threats to privacy. It is more readable to assess blame for breaches than identify and celebrate good privacy and security practices that provably prevent, detect, limit, and disclose breaches before damage occurs. The eagerness of the general public, provider community, and political leaders to consume this lazy news reporting amplifies the problem and crowds out the solutions.

Glen F. Marshall is the principal of Grok-A-Lot, LLC of  Berwyn, PA.


Patient Privacy and Information Accessibility: A Necessary Balance
By John Tempesco

In the original HHS privacy rule, a core component of HIPAA’s purpose was the ability to protect patient privacy while at the same time allowing the sharing of personal health information to facilitate patient care. And while healthcare has finally been dragged, kicking and screaming, to a more comprehensive use of technology, a serious divide has emerged between advocates of patient privacy versus the free flow of data needed to improve patient care.

As EHRs become more widely used by physicians and health information exchanges (HIEs) become more commonplace, the debate between privacy and the sharing of information for the purpose of enhancing patient care and lowering the costs of care delivery will only intensify.

As guidelines continue to be developed, it will be important to consider the mechanisms of how patients will determine the exchange of their health information. If restrictions are too severe, the goals of ARRA and HITECH will be in jeopardy. Patients will be driven by policy to “sit on” their data which will nullify the ability of the healthcare system to achieve its goals of improving patient care and safety, and reduce costs. But if data is exchanged too readily, patient privacy will certainly be in jeopardy. This dichotomy is the essential conundrum.

Opt-Out most closely resembles the state of fair and controlled information exchange as it exists today. Opt-Out protects patient privacy and enables the sharing of health records unless the patient specifically opts out. The Opt-Out provision requires that the patient is given an adequate amount of time to make a decision about consent, including urgent need of care. It also requires a clear explanation of consent choice that must be provided by the physician or hospital as well as the consequences of opting out.

Opt-In, on the other hand, would stop the sharing of patient information unless the patient opts in to the system enabling the transmission of health data. This option not only severely restricts health information exchange, and limits the ability of health information technology to improve patient care and reduce costs, it demolishes many of the core benefits of health information technology, particularly the multi-organizational and multi-community benefits of HIEs.

The ONC is still deliberating a final ruling on information exchange. While patient privacy must be attended to, clearly the critical exchange of patient information through HIEs is a central and key component to achieving the reforms of ARRA and the HITECH Act. There are numerous studies that point to health information technology as providing the necessary tools which enable improved patient safety and the improved efficiencies desperately needed to lower healthcare costs.

Let’s not throw out the baby with the bath water. Let’s move forward with a rational, forward-thinking approach that will ultimately get us to where we want and need to be.

John Tempesco is chief marketing officer of Informatics Corporation of America of Nashville, TN.

HIStalk Written on an EMR
By Robert D. Lafsky, MD

Given the mixed feedback regarding the recent HIStalk format change, it occurs to me that all available options have not been explored. The following sample report represents a modest proposal, which if adopted would allow Mr. HIStalk to enjoy the same efficiencies utilized by most EMR users. Apologies to 1960s-era MAD magazine and the late Jonathan Swift.  

SUBJECT
Goniff Group

CHIEF COMPLAINT
“Cash flow problems”

HPI
The COMPANY is complaining of INSUFFICIENT INCOME. DATE OF ONSET: 1/15/2010. DURATION OF PROBLEM: 14 months. The problem is made worse by LOWER SALES. The problem is made better by HIGHER SALES. The problem is aggravated by EMR WORKFLOW ISSUES. The EMR WORKFLOW is felt to be SLOW. The EMR WORKFLOW is felt to be TEDIOUS. The problem is aggravated by EMR DESIGN ISSUES. The DESIGN is felt to be AWKWARD. The DESIGN is felt to be UGLY. The problem is aggravated by LEADERSHIP ISSUES. The LEADERSHIP is felt to be INCOMPETENT. The LEADERSHIP is felt to be INDIFFERENT TO USER COMPLAINTS. The LEADERSHIP is felt to be INDIFFERENT TO USER FEEDBACK.  

PAST HISTORY
Problem List
1.  Insufficient capitalization
2.  Insufficient programmer staffing
3.  History of SEC sanctions

MEDICATIONS
1. Bank loans
2. Penny stock
3. Overdue payroll

FAMILY HISTORY
CEO’s brother doing 3-5 in Allenwood for stock fraud

ALLERGIES
Revealing stories in HIStalk

REVIEW OF SYSTEMS
Obfuscatory logorrhea (last stockholder’s meeting)
Bilateral buttock pain (participants last board meeting)
Spastic torticollis (CFO explaining financial picture)
Chronic corporate latrocinosis

PHYSICAL EXAMINATION
Blood pressure:  60/30
Pulse: Undetectable
Head: Spinning
Neck: Horizontally positioned
Chest: Heaving
Heart: Absent
Abdomen: Distended and firm along course of colon
Extremities: Erythematous from red ink stains
Genitalia: Numerous, especially CEO and CFO

DIAGNOSTIC IMPRESSION
537926 Corioliform Hydrodynamic Gravitational Descent (“Circling the Drain”)
872035 DDI: Database Design Defects, Congenital
472653 Ugly Interface Syndrome

PLAN OF TREATMENT
First class ticket purchases to BRAZIL for CEO, CFO
Cash transfers to OFFSHORE BANK ACCOUNT in CAYMAN ISLANDS
Urgent resume production by employees
Reduce thermostat settings in office during cold weather
Discontinue free coffee in break room

Robert D. Lafsky, MD is a gastroenterologist and internist in Lansdowne, VA.

News 3/16/11

Top News

Allscripts opens two offshore development centers in Pune and Bangalore, India that will provide customer support and other services.

Golden Gate Capital offers to acquire Lawson Software for $11.25 per share, but significant shareholder Carl Icahn suggests that the company shop around for the highest bidder (probably hoping to bait Oracle and SAP into a bidding war).

Reader Comments

From Yeah But … “Re: Ministry Health Care in Wisconsin. They were already a GE Centricity Enterprise customer. They will be upgrading to version 6.9 this year, which is the MU-certified version. It is true that GE has not had many new customers. In the past two years, they have made a small number of sales of the ASP version of Centricity Enterprise. Despite this, their total number of customers has dropped to around 27 on Lastword / Carecast / Centricity, down from 55 when they bought IDX.” Unverified.

HIStalk Announcements and Requests

It’s just me (Mr. H) today since both Inga and I are on our respective spring breaks, although most of mine will involve working on HIStalk. Dr. Jayne pitched in to help cover by writing a great piece for HIStalk Practice called Meaningful Use: 15 Things Your Practice Can (and Should) Do Now.

Listening: Deer Tick, no-nonsense, hard-living Americana rockers from Providence, RI. They’re good.

I’ll probably run a Readers Write Wednesday evening, so now’s your chance to get something to me that will appear quickly since I have just a couple of submissions so far.

Acquisitions, Funding, Business, and Stock

The Greenville, SC newspaper writes up VidiStar, which sells a PACS system and Web portal for remote reading of digital images. 

The Wall Street Journal profiles Castlight Health, started in 2008 by Giovanno Colella MD (founder of RelayHealth) and Todd Park (now CTO of HHS). The company, which helps consumers understand the costs of their care, has attracted $81 million of capital funding so far, including an unnamed amount from Cleveland Clinic.

People

Streamline Health names Rick Leach, formerly with A.D.A.M., as SVP/chief marketing officer.

Announcements and Implementations

Children’s Denver (CO) will implement RemedyMD’s OutcomeTrack disease registry and outcomes tracking solution.

The local paper mentions the federally funded, six-month HITECH Workforce program offered by Indian River State College (FL), adding that Martin Memorial Health System had to fill almost all of its 60 Epic project positions internally because they couldn’t find anyone else.

Government and Politics

Dr. HITECH (aka Ross Martin MD of The American College of Medical Informatimusicology) releases the production video of The Meaningful Yoose Rap. You saw the live debut of the song at last year’s HIStalk reception at HIMSS in Atlanta, now check out the video, apparently filmed on location in Washington DC, including in front of the Capitol and HHS headquarters. Video credits here, lyrics here. Ross has kind of a Marky Mark thing going on that’s pretty cool. He’s obviously musically brilliant, like you didn’t already know that from his amazing Interoperetta. He also has some kind of HIT day job, but hey, we have plenty of people who do whatever that involves but not many who can entertain the industry.

Sponsor Updates

• Quality IT Partners is celebrating its 10th anniversary.
• MEDecision will incorporate Health Language Inc.’s Language Engine into its health management portfolio to help customers with the transition to ICD-10.
• Dutch imaging solutions distributor Fysicons signs a deal to incorporate imagine viewing tools from Merge Healthcare into its EVCOS Web viewer for the BeNeLux market. The company is also reviewing Merge’s vendor neutral archive and kiosk products.
• Technology from Carefx will be used by Northgate Managed Services to develop a clinical portal for a group of UK hospitals in a $10 million contract that Northgate just won. 
• Capario announces that VP Angela McKenna has been appointed president of the executive committee of Cooperative Exchange, an association for healthcare transaction clearinghouses.
• Zynx will offer content from Thomson Reuters Micromedex in its evidence-based order sets.
• Main Line Health (PA) is implementing eClinicalWorks for its affiliated physicians.

Other

I was thinking about paper towel dispensers while in the airport restroom today, the kind where you wave your hand in front of the red light to have it dispense some preset length of towel. Some machines give an impossibly short length while others are more generous, leading me to speculate that they are networked devices using artificial intelligence (maybe adopted from slot machine technology) to determine the optimal mix of how much to dispense initially vs. how likely you are to begrudgingly accept the too-short length and leave with still-wet hands vs. just waiting until the red light comes back on to request another round by re-waving.

A UK woman dies of breast cancer after a doctor says her breast lump is benign, but then sends two appointment notices to the incorrect address, typing 16 instead of 1b for her street. Nobody followed up from the doctor’s office.

A family physician urges the same female patient to seek emergency care on two different occasions, once for an aneurysm and another for uterine swelling, after reviewing mislabeled CT scans belonging to other patients. The doctor says her actions were correct based on the information she was given, but the jury finds that she should have known the CT scans were someone else’s. They award the patient $75K for emotional distress. The two hospitals and the radiologist had already settled.

E-mail Mr. HIStalk.

HIStalk Interviews Tom Carson, CEO, MD-IT

Thomas Carson is president and CEO of MD-IT of Boulder, CO.

Tell me about yourself and about MD-IT.

I’m a product of a Midwestern farm upbringing, so I’m probably a little bit conservative. I’m an operations and finance exec by formal training. I’ve been very, very fortunate in my professional career to have been part of several companies that grew from humble beginnings to plus-billion dollar revenue experiences.

Right before starting MD-IT, I was the chief financial officer for a computer products company that grew from $40 million on startup in 1990 to over $2 billion eight years later. In the three companies I was with before MD-IT, it’s not that we came up with something that was so revolutionary the world couldn’t stand it — it was that the markets we were in were changing dramatically. The changes were largely driven by customer demand and technology availability to satisfy that demand. That’s a key point when I look at the healthcare industry.

What prompted the founding of MD-IT ten years ago was a customer experience in the last company I was with. It was a VAR for Medical Manager. I went out to get acquainted with the guy and he gave me my first education into the healthcare space. Frankly,  I was astonished. I had seen several industries make technology adoption a priority and it changed the way they worked, and here was the largest industry in the country that was clearly underinvested.

I remember thinking to myself at that time that this should be another opportunity to ride what has to be an impending wave of technology adoption and dramatic change. Nothing quite prepared me for the sort of resistance to change that I experienced when we got into it.

I think one of the big observations that I had after getting into MD-IT was that it wasn’t really market driven. The things that were being imposed on doctors – or attempted to be imposed on doctors – weren’t anything of their choosing. The dynamics that I saw occurring in other industries weren’t occurring here. 

MD-IT was started ten years ago to provide doctors in the ambulatory space with easy ways of completing the chart note. We believed that we had a better idea for doctors. We embedded speech recognition into a relational database system that doctors could put in their offices, complete their own documentation in real time, and have access to their charts. It would be faster and cheaper than the traditional transcription model.

We had modest success in finding early adopters who were excited about this. But what we discovered was that most doctors actually had pretty legitimate reasons for preferring a dictate-transcribe model. We said that if they have legitimate reasons for that preference, and if the technology is all that good, we should be able to accommodate that preference on the back end and create the digital useful records that all the rest of us have legitimate reasons for wanting, and to provide a solution that the doctors and the rest of society need.

That was what changed our business model five years ago. It was realizing that if you ever wanted to get adoption of electronic medical records in the ambulatory portion of the market, then it was going to require a melding of the service portion – the transcription portion – with the technology portion — the EMR. It wasn’t because we were in love with transcription. It’s because the doctor, who was our customer, preferred dictation. 

Whether that dictation happens with a human, some kind of a technology, or a combination of the two didn’t really matter to us, but the second realization is that transcriptionists fill a pretty important quality role in the process. Recent studies support the fact that doctors, left to their own devices, aren’t terribly accurate documenters. The combination of dictation and experienced transcriptionists creates a high quality product.

So the elevator pitch is that your application is built around text documents and search technology, It’s not doctor-entered information and it’s not scanned documents information, it’s documents built from transcription.

The reality is that we accommodate all of the above. Effective medical documentation can come from all kinds of places. Doctors document this stuff in all different kinds of ways.

If they want to scan in documents, which typically happens when we take on new customers, we can accommodate that. We can scan them and parse them and get the data collected to be useful for archival and search purposes. If they want to import data from other sources, such as lab reports or images, that’s fine. We certainly accommodate that and import those electronically and tie them to a specific visit. If the doctor prefers to write by hand, that’s fine, we can accommodate that through a forms process and tablet technology. But certainly the bulk of the 20 million documents in our system are dictated and transcribed notes.

It seems that transcription firms are consolidating and I know  MD-IT has acquired a number of them over the years. What do you see as the role of transcription? Are other EMR vendors wrong when they say that transcription and document management are not the way to move the EMR forward?

We’ve taken a whole generation of doctors, some 600,000 or 700,000 of them, and tried to move them from the way they’ve been taught. Most of them learned dictation as the primary means of documenting patient visits. All of a sudden, we’re trying to flip them from a process that they’re very familiar that drives how they were taught about clinical encounters. We’re saying all of a sudden that, yep, you have to change all that, and you have to change it now.

I think there’s a much more pragmatic approach to getting to electronic records. If we’re serious about trying to get everybody to usable records, it strikes me that step one is get doctors to use a system of some kind.

What MD-IT is all about is providing an incremental or gradual approach for a practice. And even doctors within a practice, because it’s not uncommon for a six-doctor practice to consist of maybe a couple of young guys who want to do their own input, maybe an older guy or two who isn’t going to change or will retire before they have to, and some folks who are sitting on the fence.

The experience we had with MD-IT early on was that we needed to find the early adopters, but in reality, that’s a problem for a practice. Now you’ve got different ways of doing things. The records end up in different places. If you provide a system that anybody can use, regardless of where they are in the adoption curve, then the possibility of getting everybody on is much higher. It may be that transcription diminishes dramatically as a part of this and we’re perfectly fine with moving that along. At the core of it, what we have is a medical documentation system that’s agnostic to how the data gets in.

Your competitors probably use eliminating transcription costs as a selling points. They probably also don’t really want to open up their products to transcription. Is it hard to make your case when competing with them?

No. For years, EMR vendors have sold as a key part of their value proposition the elimination of transcription costs, but it’s an argument that breaks down under examination. I think people are starting to catch on to that.

One of the things that just absolutely appalls me is that we read account after account of the economic benefits of practices adopting electronic medical record systems, yet I know first hand that what goes on in those practices is that doctors are all of a sudden spending a lot of unpaid time documenting and learning to use these systems. There’s a permanent productivity loss that just doesn’t go away.

If anybody really sat down and tallied up those costs in physician dissatisfaction and extra time spent, I don’t think it will be a bargain. You’ve got the most expensive resource in the healthcare delivery chain who’s doing an awful lot of clerical entry. It just doesn’t make sense unless they happen to have time on their hands. 

There’s something peculiar to me about this notion that you’ve got a vendor group that tells their customers, “Look, suck it up and get used to this. This is how the world is changing.” At least in the last year and a half, people have begun to have that conversation. We have EMR vendor partners with whom we have deep interfaces and we’ve been very effective in creating what we think of as EMR optimization on behalf of those vendors.

Do you think the idea of doctors as data entry clerks won’t play and they will refuse to buy those systems, or do you think they’ll buy them but replace them down the road when they realize the HITECH money wasn’t worth it?

Probably a combination. A recent study found that there is an appallingly high rate of rescission once people get into this. The vendors aren’t stupid, but people aren’t talking about the bad experiences as much as they need to. 

The way I think it finally gets resolved is that you’ll have a new generation of vendors such as MD-IT and others who are much more responsive to what the real needs of the customer are. Shareable Ink is one. If you look at Stephen Hau’s attitude about supporting his customer, it’s very much what a real world commercial transaction should be like. Listen to what the customer needs, and if they don’t like what you’re trying to get them to take, then give them something else. Don’t keep insisting that it’s their fault, not yours, that they aren’t adopting your product.

What about certification?

We’re in the process. We have a relationship with SLI in Denver, which is one of the six certifying bodies. We’re in the queue for sometime later this month to begin that whole process. We don’t see certification as an issue.

As an issue meaning for you to get certification, or that you don’t really need it?

Oh, no, we think you need it. You wonder if people really care about it, but I think it’s one of the validations that you’re committed to the EMR direction and that you plan to be around and you’re willing to make the investment in that. So no, I think it’s very, very important.

We’ve been challenged on how you certify a product that depends on a narrative. It’s just not a problem that we can tell. We begin the process at the end of March.

You have an HIE application that I saw mentioned on your website. Tell me how that works.

We generate something on the order of 450,000 chart notes a month. Some fairly significant number of those, perhaps 25 or 30%, get delivered to other parties. It may be a referring physician, to and from a surgery center, or maybe to a billing company. The vast majority of that stuff moves around by fax or postal service.

We realized that since it’s all in our Web-based platform, you don’t really have to fax this stuff. Why don’t we just give the recipients electronic access to our platform as guest users? That was the birth of our own little HIE. We think of it as an intra-state or the state highway system. Everybody who’s either a customer or affiliated with a customer can get access through our own HIE. 

We’re also members of the Verizon Medical Data Exchange for getting to other states, if you will. They’re the federal highway system.

I wanted to ask you about that. How big of a deal is the Verizon Medical Data Exchange?

I think the Verizon Medical Data Exchange has the potential for being huge. It solves just a ton of problems that individual vendors would find very, very expensive to get at.

Let me give you an example. One of the requirements for Meaningful Use is that you be able to deliver selected medical records to appropriate state or governmental agencies, regulatory bodies. If you discover bubonic plague, you probably have to tell somebody. If you had immunization records, there’s probably a county agency that gets those, but nobody’s going to go out and write interfaces to the 5,000 or so of these entities. 

Verizon can, because they can do it one time for each of those. They’re big enough to have the resources to do that kind of thing. They even have a manual process to assist their regulatory agencies that don’t have that capability. So, if you can get into the medical data exchange, you just solved that whole problem for all the reporting requirements of the country. That’s an example of the kind of clout and quick answers they can bring.

Looking at the provider purchasing decisions and vendor product decisions, where you see it being in 5-10 years?

People will make bad decisions today, but they’re not unrecoverable. I see the technology getting far cheaper than it’s been in the past. If you look at the legacy vendors, you see an awful lot of high expense in the form of client server applications that are expensive to purchase, that are time consuming, and are high risk to implement.

I think that generation starts changing, and the reason it starts changing is that there’s been so much attention to the need to adopt electronic medical records. Even if the government hadn’t come along, I think consumers were going to insist on it anyway.

The good thing about the HITECH act — we can quibble all day whether the government should be paddling around in this kind of stuff –  but at the end of the day, they got the conversation going and out on the table. It’s brought a lot of voices and lot of folks in to mediate the discussion.

I think it will lead to a new generation of folks who are a little more nimble. They can take advantage of technologies that weren’t there 10 or 15 years ago, much as we are, to deliver products that are more use-appropriate. I see price points for ambulatory EMRs down somewhere in the sub-$500 a month range, probably delivered as a Software as a Service model. 

For our customers, the implementation period is measured in a week or two, if you’re not a current customer, as opposed to six to nine months. There are no upfront costs, I think you’re going to see more of that kind of a model than out there. I think that the interface capabilities are going to be much, much stronger. 

A lot of this stuff may start forcing even doctors to be more consumer-oriented because those are likely to be the maybe a more important driver than everybody else. I’m currently involved with care for an aging parent. The difficulties I’ve had trying to get information out of a fairly sophisticated EMR is very, very frustrating. It becomes a huge, time-consuming part of the whole process. That’s not where people ought to be spending time. There’s certainly not a problem to get information out of other systems and to share that easily.

But I see all that changing. I’m a huge optimist about how technology solves problems and people are very creative at applying technology when it’s available.

Any final thoughts?

It’s a very, very exciting time to be in this industry because I do think a lot of changes will happen. I don’t even believe, like a lot of people do, that it’s going to be a $4 trillion industry in ten years. Those kinds of projections are based on assuming that nobody learns, nobody grows from the experience; but I doubt that will happen.

Growing up in farm country, I know that the real cost of corn, beans, and wheat really hasn’t changed much in the last 40 or 50 years. It’s because we’ve gotten better at meeting the demands for food production That’s just one examples of many, many examples out there. You can see this, and this is something that technology does for us.

I see healthcare as the same. I think we will all be much smarter healthcare consumers. I think a new generation of companies is solving these problems will be able to create a nimble and cost-effective way.

Monday Morning Update 3/14/11

From Tobias: “Re: privacy and security. Local and state legislatures are afraid of HIEs and other electronic data because they perceive that because data is electronic, it will be easier to hack. I’m curious if you have any data or can use your network to find any that speaks to this.” I’m interested in anyone’s contribution. The question made me ponder – why do consumers fear healthcare data breaches, which have no financial ramification, and even though despite splashy headlines, haven’t resulted in much of anything other than some tabloid articles and lots of free credit checks? My conclusions: (a) people trust banks a lot more than healthcare providers when it comes to privacy, probably rightly so because banks have a much more straightforward mission that is aligned well with security investments; (b) they still incorrectly believe that the greatest threat to electronic data is mysterious foreign Internet hackers instead of inquisitive provider employees; and (c) a financial breach affects thousands of people scattered everywhere, but friends and neighbors wouldn’t know you were affected, while medical disclosures have far less dramatic outcomes (instead of draining your bank account, someone finds out you’ve had a yeast infection) but involve the people you see every day. I don’t trust hospitals either, but not because of their electronic systems – any organization that believes that a shower curtain drawn between the gurneys of ED patients provides adequate privacy has already given up the charade. Not to mention that people fear being denied insurance coverage or being fired because our hodgepodge medical system encourages dumping the expense of their care on someone else. Electronic data hacking is the least of healthcare’s privacy and security worries.

From Bobby Orr: “Re: Francisco Partners. Running away from HIT? That’s API, AdvancedMD, and Healthland all in about 3-4 weeks.” I ran Healthland as an unverified rumor, but I wouldn’t be surprised. What better time to cash out an HIT company than right now? It’s like selling your house at the market top. You can make money by buying at the right time, but even more by selling at the right time. What’s more interesting to me is where they invest the proceeds.

From The PACS Designer: “Re: OsiriX HD. OsiriX has been a popular open source DICOM viewing platform for a long time and now has recently migrated its software to the mobile platform. OsiriX HD V2.0 was released last month for iPhone and iPad. This new release should gain popularity amongst mobile users for the speedy processing of image files, and also promote collaboration between radiology and referrers to enhance the interaction of radiologists with other departments.”

From Hank Redmond: “Re: Microsoft HSG. I work there and the reader got one part right – the move to MBS happened. We like this change because we’re out of the incubation phase. The company’s commitment to healthcare remains as strong as ever.” Unverified.

From Wowed in Wisconsin: “Re: Ministry Healthcare. Hear they’re considering putting GE inpatient at all their sites. Does anyone even buy GE any more?” Unverified.

From A Fan: “Re: survey. I am an avid HIStalk reader and was wondering if your readers could help a team of MBA students assigned to perform a brand analysis on Google? Survey time is less than a minute. I am also trying to prove a point to my professor about how powerful social media are (he does not think it’s of any value) and that with the right following, a la HIStalk, great insight could be obtained. Our goal is 100 respondents and we only have 35.” I took the survey and it take even less than a minute, so willing readers can do the same. 

I’ve decided to use the old layout for the Monday Morning Update post, as you can see. This is for several reasons: (a) it’s only me (Mr. H) writing for the MMU, so it’s not hard to follow whether an item is Inga’s or mine; (b) the MMU has less hard news since it’s really a catch-up from Thursday night on, so it has fewer items and fewer categories; and (c) it’s easier for me to put together on the fly, like right now as I sit in a hotel room watching the Pacific Ocean and quietly writing while Mrs. HIStalk slumbers peacefully a few feet away. It also occurred to me that I’ll then be using the new format two days a week and the old one once, matching the proportions of poll respondents who preferred those formats.

A 2,400-bed hospital in India that treats 15,000 patients a day loses all of its electronic medical records when five of the seven HIM department computers get nailed by a virus. The surviving computers don’t have the HIM software loaded, so the only thing the seven HIM employees can do is keep a paper log of admissions, discharges, and deaths. The Indian newspaper article also mentions that its “medical records officer” position has been vacant for years since nobody in the entire state is qualified for the job, so nurses have to create the records themselves and they’re short on nurses too. The hospital can’t load the medical records software because they don’t have IT people.

A Yale study finds that the rate of prostate surgery goes up when hospitals buy expensive robotic surgery gadgets that have no proven medical benefit. The lead author’s conclusion is common knowledge, but a refreshingly blunt indictment of the US healthcare system: “Policymakers must carefully consider what the added-value is of costly new medical devices, because, once approved, they will most certainly be used.” He wasn’t referring to information technology, of course, which has the opposite problem.

Welcome to HIStalk Platinum Sponsor H/P Technologies of Phoenix, AZ. The company provides direct permanent staffing and consulting for all the big healthcare and managed care IT systems. On the provider side, that includes Epic, MEDITECH, Allscripts, eClinical Works, Siemens, GE Centricity, Cerner, McKesson, and NextGen. They can help with clinical transformation, workflow analysis, technology, architecture, ERP, integration, application development, ARRA, and ICD-10, to name a few. For the payor market, Facets, Trizetto, Amisys, DST Health, QNXT, Diamond, Paradigm, XCELYS, and more. They’ve been around for 12 years, are on the Inc. 5000, have more than 200 consultants, and are standing at the ready to provide the highest quality professional services to allow their clients to focus on their core mission. If you’re a highly trained professional, you can search their jobs database for that next step up the career ladder. Thanks to H/P Technologies for supporting HIStalk.

Thanks, too, to our recently renewing sponsors, who also deserve a little shout-out for keeping the keyboards clacking around here:

• iSirona, medical device connectivity experts. This is a pretty hot company, right in the sweet spot of medical device integration into EHRs. They just announced at HIMSS a software-based connectivity solution that runs on standard computing hardware.
• iMDsoft, which offers proven clinical information systems globally such as its MetaVision solution for ICU and anesthesia and the mvCentral tele-intensivist patient monitoring system. I was impressed when I interviewed CEO Phyllis Gotlib just over a year ago.
• Software Testing Solutions, the automated software testing experts. I interviewed CEO Jennifer Lyle in January. You may recognize her and account rep Kara if you were at HIStalkapalooza because they were our lovely and quick-witted red carpet interviewers.
• Wellsoft, which focuses on doing one thing very well – supporting the emergency department with its top-ranked EDIS. It’s been Best in KLAS since 2006, which is a nice arrow to have in your quiver when you’re trying to turn your ED clinicians into Meaningful Users.
• CynergisTek, a renowned provider of business-driven IT security consulting (risk management, IT security, technical security, compliance and audit, and managed security services). CEO Mac McMillan is well known in HIMSS circles for volunteering in a number of roles related to privacy and security.
• Salar (pronounced SAY-lar since I don’t know how to make the little bar-over-the-long-A character). I’ll try to stay neutral, but I really like these guys (VP Greg Wilson was our polished King and Queen judge at HIStalkapalooza), they impressed me with their poise when I anonymously cruised their HIMSS booth, and President Todd Johnson’s interview a year ago was one I really enjoyed doing. Their clinical documentation product seems cool and I think we’ll be hearing more about it.
• Vocera, a Founding Sponsor of HIStalk Mobile and a Platinum Sponsor of HIStalk, is the company with the Star Trek communicator gadget that I swear conveys instant power when you caress it in your hand like I did at HIMSS. Their 700 hospital customers enjoy instant, portable access to the information and resources they need, improving patient flow, safety, and staff efficiency. Business must be quite good because they have made several acquisitions lately.
• Access, a Platinum Sponsor of both HIStalk Mobile and HIStalk, is known worldwide for its e-forms solutions that turn paper into seamlessly interfaced electronic, workflow-driven, EHR-integrated information. Its Intelligent Forms Suite provides money- and environment-saving forms on demand with pre-filled text and barcode information ready for indexing in your ECM system. And they have an award-winning championship Texas barbeque team that I keep trying to convince them to bring to HIMSS in a variation on Willie Nelson’s Fourth of July Picnic (music, smoked brisket, and beer – who doesn’t like those? That could be the next HIStalkapalooza.)
• The Huntzinger Management Group, led by the ultra-successful George Huntzinger, former president of CSC Healthcare and president of Superior Consultant. HMG’s consultants help organizations run better through services that include business strategy, IT assessments, vendor management, project management, and procurement. They have a few juicy job openings, too. They’ve been a sponsor for quite awhile, which I appreciate.
• EHR Consultant, EHR Scope, 1450, EHRtv, and related businesses from the very smart mind of one of our favorite people, Dr. Eric Fishman. Dr. E can help you find an EMR, buy and implement Dragon in your medical practice, or use the Frisbee system for digital dictation and transcription between author and transcriptionist. EHRtv contains interviews, EHR news, reviews and demos, and that highly sought after HIStalkapalooza 2011 video that includes the full HISsies presentation with Billy Bush’s funnier brother (I’m watching it now and snickering all over again at JB). I’ll put that directly on HIStalk once Dr. E’s video whizzes get it loaded up to YouTube.
• Healthcare Growth Partners was one of HIStalk’s first sponsors. They provide investment banking and strategic advisory services, not to mention that Jon Phillips is the first guy I e-mail when I need help understanding some business announcement or financial transaction. I’m sure their phone is hot from calls related to mergers and acquisitions and corporate strategy these days. I always forget that Jon’s kind of a big deal since he’s pretty funny and casual when I bug him about something, but in addition to founding HGP, he’s the board chair of Streamline Health.
• MED3OOO and InteGreat. Their list of offerings for physician practices is extraordinary – EMR and PM, revenue cycle, coding and compliance services, data warehouse and decision support, third-party administrator services, and a variety of management services and technologies for hospital-employed physicians. They are Platinum Sponsors of both HIStalk and HIStalk Practice.

A reader asked about RSS feeds for for HIStalk and HIStalk Practice. I always forget to mention those since Google Reader finds them automatically. If your reader doesn’t, just click the Archives link at the very top menu of either HIStalk or HIStalk practice, then look on the lower left of the page for a list of RSS feeds.

Inga and I have been talking about the need for a consultant-type person to write for HIStalk Practice to provide detailed advice to practices about increasing their efficiency with any kind of technology, signing agreements with hospitals to provide an EMR, and specific recommended actions to meet Meaningful Use. Tell Inga if you’re interested and would like gain some major exposure.

Most folks aren’t all that keen on banning the usual HIMSS exhibit hall shenanigans, but if they were, they’d pick the related activities of booth babes and suggestive dress. New poll to your right: are the proposed Stage 2/3 Meaningful Use requirements too hard, too easy, or about right?

Speaking of Meaningful Use, CMS will hold a May 17 session on that topic for New York City hospitals.

Former Sage COO and Cerner VP Lindy Benton is named CEO of National Electronic Attachment / Medical Electronic Attachment, replacing retiring founder Tom Hughes. The Norcross, GA company provides technology for providers to submit electronic attachments with dental and medical claims. I had meant to Google her since I saw her at HIMSS.

Former St. Luke’s Northland Hospital CEO James Brophy is named the first CEO (and only full-time employee) of eHealthAlign, a Kansas City HIE.

Microsoft announces that Tampa General Hospital (FL) will use its Exchange Online and SharePoint Online, while Advocate Health Care (IL) has moved to Exchange Online.

I can’t decide if this is the stupidest press release ever written, but I’m sure it’s right up there. I blurred the names because I don’t want to give the company any exposure. When your key news item is “interest continues to grow” and your big accomplishment is that 600 people connected with you on social networking sites (not that I saw: 10 Facebook likes and 16 LinkedIn connections, almost all of them company employees). The release includes no contact information and no PR company (which surely would have advised them to rethink putting this drivel out), so there’s a cautionary tale against do-it-yourself PR.

Microsoft’s Connected Health Conference will be April 27-28 in Chicago. Registration is $699, but you get two for the price of one if you sign up by Friday, March 18. The speaker list is long and has a few moderately big names. 

I see the visit counter rolled over the 4 million mark on Saturday. Thanks for being part of that.

E-mail Mr. HIStalk.

News 3/11/11

Top News

The Center for Health Information and Decision Systems at the University of Maryland announces its HIE Evaluation Framework, which assesses HIEs on sustainability, organizational structure, technology, community engagement, and trust. The announcement points out that of 200 HIE initiatives, only 18 are covering expenses.

Carilion Clinic (VA) will collaborate with Aetna on an ACO initiative

Reader Comments

From Klaatu: “Re: Healthland. About to be acquired by [company name omitted]. [company name omitted] is also about to be acquired.” Unverified. I redacted the company names because both are publicly traded and I don’t want to be like the bawling Bud Fox (Charlie Sheen) getting hauled off in SEC handcuffs in Wall Street. I’d rather be Tiger Blood Charlie, the male equivalent of a smarter but even goofier version of Meltdown Britney. Winning!

From HITChat: “Re: HIEs using the Practice Fusion or RealAge model of selling de-identified data. What do  you think?” First, I don’t think there’s any such thing as sure-fire de-identified data. If there’s enough information to be useful, it can probably be matched back to patients. That you don’t hear of that happening isn’t a confirmation that the information is secure – it’s that there’s not much payoff for re-identifying it. Otherwise, my main objection is that I don’t trust companies that buy data, not because they aren’t operating legally or ethically, but because they’re looking for new ways to increase healthcare costs by lining their own pockets. Providers, unfortunately, are often illogical consumers who just happen to be wearing white coats and suits, and they are often unreasonably susceptible to data-fueled sales pitches. We discussed that in a hospital benchmarking meeting today – drug vendors are getting some very detailed information on our treatment outcomes from somewhere and trying to use benchmark data to shame us into using their product. You wonder, too, with everybody and his brother peddling de-identified patient data, how does the purchaser know they aren’t buying duplicate information?

From Dabney: “Re: former Sentillion exec departures from Microsoft. Microsoft transferred their 800 Health Solutions Group people into the small-to-medium commercial sector group (Microsoft Business Solutions) last Monday. Peter Neupert and his whole organization have been pushed out of the incubation group in Microsoft Research with the guys who sell Microsoft Axapta ERP and CRM for small commercial customers. That will mark the end of acquisitions and spending of Microsoft on health because they haven’t had any significant sales of Amalga UIS in the past year after already withdrawing Amalga HIS and Amalga RIS/PACS from the market. Microsoft is slowly edging towards an exit stage left in health IT.” Unverified.

HIStalk Announcements and Requests

Two-thirds of readers prefer the category-based layout you’re reading now, so we’ll stick with it for a couple of weeks (and fine tune along the way). A suggestion, however: don’t get so enamored with the categories that you skip everything else – we wouldn’t include something if we didn’t think it was worth reading. From our end, we promise not to lose our quirky and sometimes funny commentary, although it may have seemed like it last time since I was really struggling to get finished with the changes right up until I had to go to bed.

Speaking of which, a reader suggested tagging each item in front with a tiny avatar, which sent Inga furiously to her photo editing software. We won’t tag most of the posts, such as the straight news items. We’ll save that for when we write something that might be clearer if you knew who was “talking.” We’re willing to experiment to make HIStalk as good as we can make it, so bear with us – we’re day job amateurs. 

What you missed this week if you aren’t properly tuned into HIStalk Practice: the first-year cost for EMR in a five-physician family practice averages $233,927, or $46,659 per doctor. Vermont and Alabama RECs add to their preferred EHR vendor lists. Emdeon triples its revenues in the Q4. NextGen VP Dr. Jan Lee heads to the Delaware Health Information Network. ONC recruits Meaningful Use champion providers. By the way, 78% of readers say HIStalk Practice helps them do their job better; ergo, sign up for the instant updates on HIStalk Practice and perform your job better.

The comfortingly familiar usual reminders: (a) put your e-mail address in the Subscribe to Updates box so I can tell you immediately what’s new; (b) check out HIStalk Practice and HIStalk Mobile; (c) show your love on Facebook, that thing that just put six kids on the billionaire’s list; (d) send me rumors, news, secret e-mails, or whatever you think we’ll enjoy; (e) support our sponsors by perusing and clicking in the obvious locations; and (f) send us good karma on occasion, which we’ll reciprocate. Thanks for reading.

On the Jobs Board: Clinical Project Manager, RVP Sales – Western Territory, Performance Management and Revenue Cycle Director. On Healthcare IT Jobs: Business Intelligence Lead Developer, Epic Clin Doc or Orders Analysts, IS Manager General Financial Application, Programmer/Analyst III.

Sales

Catholic Health Partners (OH) signs a multi-year agreement with RealMed to provide RCM products to its affiliate providers.

Beloit Health Systems (WI) selects TeleHealth Services as its interactive patient education and entertainment partner for its 10 locations.

People

UK-based Clarity Informatics Group replaces its CEO founder with Tim Sewart, a 32-year-old law firm partner who leads a technology practice (and who will continue in that role as well). The company provides the NHS Clinical Knowledge Summaries (evidence-based medicine clinical information) and the Clarity Drugs Suite drug database. Ian Purves, the professor who founded the company, seems like fun: his company bio lists titles of MBBS, MD, FRCGP, MIoD, DRCOG, DCCH, RYA Ocean Yachtmaster.

Announcements and Implementations

Hoboken University Medical Center (NJ) is scheduled to go live on Medsphere’s OpenVista EHR March 22. Pharmacy already made the switch in January.

St. Luke’s Health System (MO) deploys Central Logic ForeFront to facilitate logistics and documentation requirements for patient transfers in and out of its 11-hospital system.

University of Utah Health Care System goes live with Epic’s MyChart for patient records access on smart phones.

Meridian Health (NJ) goes live with ICA’s CareAlign solution for its multi-county HIE.

Government and Politics

Grace Community Health Center (KY) secures $150,000 as part of Kentucky’s Medicaid EHR Program. They have selected but not yet implemented NextGen’s Ambulatory EHR, and thus got HITECH money without having yet achieved Meaningful Use. I mentioned this on yesterday’s HIStalk Practice and commented that if I were selling EHR, I would be knocking down the doors of all eligible Medicaid providers and telling them to sign my contract because that’s all it takes to get their money from the government. A reader suggested that I didn’t have my facts right and that providers were in fact required to “install” the certified EHR technology. However, a CMS representative confirmed that I’m correct and forwarded this link from the CMS website. A couple of key passages:  “a provider does not have to have installed certified EHR technology” and all a provider must do is demonstrate the “acquiring, purchasing, or securing access to certified EHR technology.”

The state of North Carolina and CSC successfully implement the first phase of the state’s EHR Medicaid Incentive Payment System. The system is scheduled for full release in April.

Innovation and Research

Jardogs, an 18-employee subsidiary of Springfield Clinic (IL), is profiled in the local paper for its FollowMyHealth patient portal. Says John Pacione, the company’s president, “We’re creating data exchange, just like an HIE, but we’re putting the patient at the middle of it, to authorize that information to be released.” The company has eight large customers, including its parent organization, of course. Most intriguing is the company’s name, which it declines to define, saying only “it’s a closely guarded secret.” A smart one, since every Google search hit is theirs (something to think about when choosing a company name). Also interesting: CEO James Hewitt is also CIO at Springfield Clinic and formerly held that role at Allscripts, which was also the previous employer of both John Pacione and chief architect Ron Ward.

Researchers at the University of Minnesota are using Xbox Kinect in project to improve diagnosis of mental disorders in children. Said the researcher, “Is a $100,000 system being outsmarted by a $150 toy? Indeed this is the case … I don’t think Microsoft has realized that [Kinect] is something that could change medicine.”

Technology

VMware announces availability of its free VMware View Client for the iPad, which allows users to run their virtual Windows desktops from anywhere. The announcement mentions Children’s Hospital of Central California, which will use the technology to provide “follow-me desktops” for iPad users.

A column in The Atlantic covers the InstyMeds vending machine for drugs, leased to physician practices for dispensing prescription medications.

Other

I feel like I have barely unpacked from Orlando, yet HIMSS is announcing the deadline for HIMSS12 proposals. The proposal form will be available March 21 through May 23. I wonder how many relevant topics are overlooked by having a deadline this far in advance?

The average cost of a data breach in the health care sector jumped from $301 per compromised record in 2009 to $345 last year.

Listening: the debut album of Beady Eye, the Beatles-esque reincarnation of Oasis. It sounds as though it could have been recorded straight to four-track tape in 1965, which is refreshing if you’re tired of electronica, music written for hammy dance moves instead of listening, and writers who can’t write songs for singers who can’t sing. And watching (sometimes painfully): the lowbrow but hilarious Fat Actress. Kirstie Alley is fearless, I’ll say that.

University of Toledo’s medical school is placing first- and second-year medical students in a scribe program in its ED. They transcribe into the EMR, keep an eye on lab and rad results, and get 100 hours of ED experience before their clinical rotations start.

A patient sitting in an overcrowded doctor’s waiting room sues the doctor, claiming a heavy filing cabinet toppled over on her, causing head, neck, and back injuries. I guess you could say that it was paper medical records, not the electronic kind, that reached the tipping point.

Sponsor Updates

• COSSMA, a Puerto Rico-based community health center, selects Sage Intergy EHR and PM to replace its existing HealthPro PM system. Sage says it’s not charging the clinic for the new software.
• dbMotion and Matrix Knowledge Group partner to market and deploy the dbMotion solution throughout the UK.
• Space City Pain Specialists (TX) chooses the SRS EHR.
• Parkland Memorial Hospital (TX) picks ProVation MD from Wolters Kluwer Health for its gastroenterology procedure documentation and coding.
• Pacific Oral & Maxillofacial Pathology Laboratory (CA) increases its collection rates from 55% to 90% after contracting with Orion Health for billing and practice management services.
• HANYS Solutions, the for-profit-subsidiary of the Healthcare Association of New York State, expands its relationship with RelayHealth as the preferred partner for RCM solutions. The agreement includes the RelayClearance, RelayAssurance, and RelayResolution offerings.
• Speaking of RelayHealth, the company just upgraded its Website. Very 2.0-ish and easy to navigate.
• Windham Hospital (CT) chooses the Intelligent Forms Suite from Access, the Siemens Strategic Alliance Partner for electronic forms management, to create barcoded electronic forms on demand form MS4.
• Merge Healthcare announces the release of Financials 6.1, which adds ANSI 5010 and PQRI capability.

EPtalk by Dr. Jayne 

HIStalk’s new Curbside Consult feature has generated a good discussion. I value reader input and response and had a few thoughts in follow-up.

From Charles Babbage: “You say vendors are trying to make their products better and better and then list scores of issues that should have been fixed decades ago… More important, after the hospital spends $150 million on the system, and $500 or $600 million implementing it … the vendor has little worry about making the customer happy.”

Looking at some of the vendors and products in question, they weren’t around decades ago. Don’t get me wrong, some were, and they should be appropriately criticized.

I’m sure there are some organizations out there that fall into the figures you specify, but not the vast majority of implementations. Even with smaller implementations, given the dollars out there and the competition, vendors seem to be keenly aware of the need to make the customer happy. The last thing they want is for a significant install to fail. They know it takes ten happy customers to make up for one aggressively vocal and unhappy customer.

I don’t disagree that there are bad apples out there, but I also don’t believe in painting all vendors with the same brush. Even with their flaws, many systems provide measures of patient safety that couldn’t exist in the pre-electronic world. (Think allergy and drug interaction checking – it just didn’t exist on paper. How many people were killed by those kinds of basic medical errors?)

Like many of you, I’m a practicing clinician too (not just a suit) and have seen both good and bad systems. But then again, I’m an active and constructive participant in my organization’s choices and decision-making and understand why things are the way they are. I’ve spent most of my efforts in improving the system, not just yelling. That has allowed for real change to come, not only with my hospital, but with our vendors. (Although believe me, I’ve done some yelling, and sometimes that’s what it takes.)

From Sherry Reynolds: “One challenge that we see with OBs who deliver and work at multiple clinics and hospitals is the cognitive overload when they have to learn multiple different systems and workflows.”

I hear you! This is extremely frustrating. Coming from a “best of breed” hospital, that’s my reality. Different vendors for emergency department, labor and delivery unit, inpatient units, etc. … and this is within a single hospital. Add on the different ambulatory system and it’s even worse. And then if you are on staff at multiple hospitals in different health systems? Forget making sense of it.

I think this is why Epic has done so well with their integrated platform — it’s a really strong selling point. On the other hand, the so-called integrated platforms of some vendors really aren’t that integrated at all, but people keep buying them.

Looking at other technology platforms, those with great usability lend themselves to emulation (think Apple phone technology). Since we are still in an unregulated industry and this is a free market economy, customers need to vote with their checkbooks for the vendors that support cross-vendor standardization and uniform workflows.

From MIMD: “Many vendors are working hard to remedy these and to implement aggressive protocols to bake quality into their products and design defects out. What took so long for them to do this?”

I agree this question deserves an answer. For some of the products out there, there is NO excuse. Patient safety-related defects should be fixed — end of story. And they should be fixed in a timely fashion.

The short answer: vendors didn’t clean up their act because they didn’t have to.

I don’t believe in blaming the victim, but there are customers out there whose actions reinforce bad vendor behavior and vendors take advantage of it. Customers can band together through regional or specialty organizations and apply pressure to vendors to change the way business is done. They can refuse to accept releases that are known to be problematic at other institutions.

When vendors don’t respond, consider exercising contractual remedies. Unfortunately, too few people have done this — it’s messy and time-consuming when your goal is caring for patients.

The market has also reinforced this. People continue to purchase systems from dysfunctional vendors due to pricing, perceived product sexiness, etc. I’ve helped some small practices select systems and have seen them choose systems that their consultants specifically advised against (due to known defects, poor service, etc.) just because the price was right. Ultimately, you get what you pay for, although there are some expensive lemons out there, too.

No one wants to de-install and go through it all again. Having done it myself, trust me, it’s not the worst thing that can happen.

If you choose wisely, it just might make you go from spending four hours a night entering your notes after dinner to finishing on time and walking out the door before the last patient has left the building.

Contacts

Mr. H, Inga, Dr. Jayne, Dr. Gregg.

CIO Unplugged 3/9/11

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

Biggest Blunders

Experience is not always the best teacher. Learning from other people’s experiences is better. Another person’s evaluated experience trumps them all. Unfortunately, I am prone to learning “The Hardway” (DC Talk). Some of the following examples will humor you, but most are serious.

To keep this post short, I focused only on my professional blunders. My personal mistakes would take up too much space.

People

Hiring too quickly. In an effort to fill a role expediently, I compromised standards. I failed to vet candidates adequately. The person I hired caused pain for everyone. I recall spending more time counseling and repairing damage to a particular senior staff person than accomplishing business. As one known for having the most competent senior team, my credibility took two steps back. As a result, I’m more deliberate today in making sure the fit is solid, even if that means leaving a position unfilled.

Firing too slowly. Way too slowly. I have allowed people to stay, causing more harm than good. I’ve also let others dictate who I keep. When I finally mustered the courage to make the fire, the person was more relieved than I was. I learned that the energy required to salvage the wrong person is best put to use in developing my top performers.

Process

Emphasizing the need for physical security, I had our security analysts make a habit of gathering unsecured, unattended devices. The analyst left behind a card instructing the owner to retrieve their device from my office. Analysts had the green light to confiscate unsecured executive laptops as well. When the CEO came to my office for his … awkward moment, I learned to think about my audiences and make adjustments while still enforcing protocol.

I spent a weekend in Colorado presiding over a management meeting for a successful rock band. We spent time knocking out an internal contract about royalties and responsibilities as well as rules of the road. In an effort to disseminate quickly, I sent the documents from my work e-mail. I inadvertently sent it to my IT department. Embarrassed, I learned not to send personal documents from work.

Dress the part. I did not pick up on the fashion hints offered by my CEO. Finally, the CFO pulled me aside and said, “Ed compared to your predecessor, you have two shortcomings. One is experience (I was 35), which we knew when we promoted you, and that’s not a concern. But the second is … you don’t dress the part.” He handed me a business card for the clothier the exec staff used. Message received, and I revamped my wardrobe. Your clothes and style do speak volumes.

The wrong position. “But it’s the dream job, the one I’ve been waiting for.” I minimized the red flags. I recall vendor executives as well as former employees giving me fair warning, but I dismissed these. As I soon found out, they were right, and I had to deal with the consequences. I made the best of a compromised situation, but in hindsight, I would have listened to wise counsel and proceeded differently.

Leadership

Walking in authority. I had been promoted internally to CIO, and other employees (including myself) still saw me as the Deputy CIO. This attitude diminished the strategic nature of our division, and I allowed one executive in particular to mistreat my team. Not until a couple of years later did I begin to walk in my authority and confront the situation. I stood up to the schoolyard bullies, and then things changed.

Pay me now or pay me more later. Capital investments are limited, and every division wants some. I placated to politics, which put our technology infrastructure at risk. If I had fought harder to ensure the funding, we would not have faced the crisis that later arose from my error. Given the impact of IT in clinical and business operations, I vow not to fail here again.

This is not an exhaustive list, but it contains the mistakes that came top of mind. Several direct reports, past and present, also added to the list. What about you? What mistakes have you made that would benefit readers so they don’t have to learn the hard way?

Ed Marx is a CIO currently working for a large integrated health system. Ed encourages your interaction through this blog. Add a comment by clicking the link at the bottom of this post. You can also connect with him directly through his profile pages on social networking sitesLinkedIn and Facebook and you can follow him via Twitter — user name marxists.