Guest post by Donald M. Voltz, MD, Aultman Hospital, Department of Anesthesiology, Medical Director of the Main Operating Room, Assistant Professor of Anesthesiology, Case Western Reserve University and Northeast Ohio Medical University; and Thanh Tran, CEO, Zoeticx, Inc.
The ECRI Institute released in May a survey outlining the top 10 safety concerns for healthcare organizations in 2015. The second highest concern is incorrect or missing data in EHRs and other health IT systems.
HIEs? The latest Black Book survey in the U.S. finds that 90 percent of hospitals and 94 percent of independent physicians don’t trust the business model of public HIEs and have concerns over how much of the cost payers will be fronting, causing a contraction in the HIE market. Even the ONC and medical industry are at odds on how to address the interoperability issue. The ONC does not even mention middleware in any of its plans.
Even HL7 does not provide the seamless connection of middleware and is only capable of connecting one medical facility to another, requiring specific end point interfaces to even do that. For every additional facility, a customized interface must be built. At the end of the day, HL7 is really a point-to-point customized interface requiring extra steps. A middleware platform does not tie developers to specific hospitals or EMRs and allows universal access.
Meanwhile, yet another survey cites the tragedy of a lack of interoperability. A new survey of nurses nationwide, taken by the Gary and Mary West Health Institute, find that some 60 percent of registered nurses say medical errors could significantly decrease if hospital medical devices were coordinated and interoperable. Also, 74 percent of these nurses agreed that it is burdensome to coordinate the data collected by medical devices and 93 percent agreed that medical devices should be able to seamlessly share data with one another automatically.
Half of them claim they actually witness medical mistakes because of lack of interoperability of these devices. Some 46 percent of RN respondents also noted that when it comes to manual transcription from one device to another, an error is “extremely” or “very likely to occur.”
From a cost perspective, West Health Institute officials estimate that a connected, fully interoperable health system could save a potential $30 billion each year by reducing transcription errors, manual data entry and redundant tests. Meanwhile physicians and surgeons struggle with interoperability on a daily basis.
According to data published on HealthIT.gov, 173 health IT vendors are supplying certified EHR products to more than 4,500 hospitals. Despite wide penetration of EHR’s in hospitals, clinics and physician offices, access to patient information between systems continues to plaque our healthcare system.
Guest post by Shannon Snowden, senior technical marketing architect, Zerto.
Electronic health records (EHR) are the tie that binds together the patient with the caregivers. What happens when an extended outage or disaster happens? Caregivers still have to administer treatments regardless if the systems are online.
The longer the outage, the greater the negative impact to the quality of the end product or service. In the healthcare business, it is unacceptable. Every manually tracked record has to be added back into the EHR when it is available once again.
A big concern is that the manual records often get summarized with many of the details those electronic healthcare systems track are missing. These knowledge gaps ultimately could diminish the quality of patient care.
A contributing factor to the difficulty in finding a good disaster recovery solution is the technology necessary to support healthcare information systems (HIS) are complex, involve multiple servers that are tightly integrated and are quite unique from the perspective that the application vendor remains very involved with the customer on an ongoing basis.
This is the challenge faced by healthcare organization CIO/CTOs, IT directors and managers. How do you provide a sound business continuity solution that enables nearly no interruption in patient services is easy to manage and is within a realistic budget? What should be considered requirements for a healthcare information system disaster recovery solution?
Here is what to look for in a disaster recovery solution:
Guest post by Alexandra Sewell, executive director, enterprise marketing, Comcast Business.
Meaningful use is one of the largest drivers of healthcare IT, with the potential for far-reaching effects. Many healthcare organizations are well on their way to achieving meaningful use, working through related cost, training and resource challenges.
But there is still work to be done. Meaningful use can require significant network infrastructure investment to support electronic health records (EHRs) and other technologies. At the same time, budgets are shrinking, so providers must be strategic about how they allocate IT dollars.
Improving Patient Outcomes
EHRs give doctors a complete view of the patient — from demographics and vital signs to medications, allergies and more. EHRs are a central component to complying with meaningful use Stage 1 requirements and help doctors easily view and transmit records, which can lead to more accurate patient diagnosis and treatment.
Hospitals with EHR systems can better capture data regarding patients’ co-morbidities and other risks. This helps clinicians manage patients, resulting in more positive clinical outcomes and improving mortality rates for heart attack, respiratory failure, and lower intestine surgery. EHRs can help improve the overall quality of patient care.
Picture Archiving and Communication System (PACS) technology provides economical storage and convenient access to a range of images from multiple imaging devices, transmitting them digitally and eliminating the need to manually file, retrieve or transport film jackets.
To comply with Stage 2 of meaningful use, healthcare providers must offer patients the ability to view, transmit, and download their health information. And while not explicitly mandated by meaningful use core objectives, many organizations are integrating their PACS and EHR systems so images, such as MRIs and CT scans, can be shared between physicians and with patients through patient portals. However, the size and volume of these imaging files place stress on hospital networks, creating data capacity and data center connectivity issues.
Information Technology holds the promise to spur innovation in the healthcare industry. However, if IT investment is focused on simply meeting mandates and not on driving a specific differentiated business objective, then it begins to look a lot like what we are seeing today – extensive capital and resources spent on implementing and supporting IT initiatives that, so far, have provided little to no financial returns. But this does not mean that the promise of IT is empty. Instead, it calls attention to the need to look at IT not as a way to “check the box” and either collect federal incentive dollars or avoid eventual penalties, but rather as a key tool to remain competitive in the market as well as provide quality care.
In light of recent federal mandates under meaningful use regarding the implementation of electronic health records, many EHR vendors are now propagating the idea that their software is not only compliant with regulatory statutes, but is also a singular comprehensive and strategic IT investment. However, this is just half the truth.
Under the pressures of time and expiring incentives, many healthcare executives have leapt after EHR investments without understanding the real strategic reasons for making IT investments for their enterprises. Otherwise savvy and well-meaning healthcare leaders are allowing EHR vendors to convince them that an EHR is the answer to their business needs and will provide them with an edge over competitors in the market. In reality, EHRs fail to provide a competitive advantage once most or all hospitals in a geographic market have implemented the tool. How can an organization claim it is superior in IT if it is operating the same systems as every other provider in the market? EHRs must be approached as a one-time operational input or business asset similar to hospital equipment and not the core component of a broader IT solution needed to support a sustainable business strategy. As with most investments, it is what you do with it which matters, not that you simply own it.
According to Patient-Centered Primary Care Collaborative, the patient-centered medical home (PCMH) is a “model or philosophy of primary care that is patient-centered, comprehensive, team-based, coordinated, accessible, and focused on quality and safety.” PCMHs power business and clinical processes by using clinical decision support tools to connect patients with members of their healthcare team to improve both the patients’ and the providers’ experience of care. This coordination encourages a stronger physician-patient relationship, leading to better care delivery, more involved and engaged patients and reduced avoidable costs. According to the National Committee for Quality Assurance (NCQA), these models are “transforming primary care practices into what patients want, focusing on patients themselves and all of their healthcare needs. They also are foundations for a healthcare system that gives more value by achieving the ‘triple aim’ of better quality, experience and cost.”
The NCQA recognizes over 10 percent of U.S. primary care practices as patient-centered medical homes. In order to be recognized by the NCQA, these primary care practices must offer access both afterhours and online, allowing patients to receive care when and where they need it. They work with patients to make treatment decisions based on individual preferences and help patients engage in their own health. The practice as a whole works as a team to coordinate care from other providers and community resources to maximize efficiency. Additionally, PCMHs focus on preventive care and the management of chronic conditions to prevent complications and emergencies.
In this series, we are featuring some of the thousands of vendors who will be participating in the HIMSS15 conference and trade show. Through it, we hope to offer readers a closer look at some of the solution providers who will either be in attendance – with a booth showcasing and displaying key products and offerings – or that will have a presence of some kind at the show – key executives in attendance or presenting, for example.
Hopefully this series will give you a bit more useful information about the companies that help make this event, and the industry as a whole, so exciting.
Allscripts is a leader in healthcare information technology solutions that advance clinical, financial and operational results. Our innovative solutions connect people, places and data across an Open, Connected Community of Health. Connectivity empowers caregivers to make better decisions and deliver better care for healthier populations.
Allscripts is one of the largest public companies focused exclusively on healthcare information technology and does business in eleven countries. Our full suite of population health solutions build on the power of our robust suite of Clinical and Revenue Cycle core products. We deliver the portfolio flexibility to work with all major EHR applications in the market today and enable our clients to deliver better outcomes. Allscripts differentiates itself through a comprehensive focus on connectivity, collaboration and innovation.
With our extensive community-powered network of caregivers and organizations, our unique Open architecture connects both clinical and financial data across every setting: from the provider to the hospital to post-acute settings and even the patient’s home. Our healthcare technology innovations connect caregivers across the spectrum with information and insights, resulting in better outcomes.
Girish Navani is CEO and co-founder of eClinicalWorks, an electronic health record company exceeding in the B2B field since 1999. Under the leadership and foresight of Navani, the company is expanding its services to B2C with the launch of healow – an app for patients to easily find new doctors, schedule appointments online and access their personal health records.
Here, Navani speaks about his path to eClinicalWorks, he offers his expert insight on EHRs and their benefits to healthcare, and he speak of likely trends that will continue to change the healthcare landscape.
Tell me your story. About how you got here, how you developed your technology and the reasoning for a private company set up?
We wanted to use technology as a way to completely transform the healthcare delivery model to streamline processes, prevent errors and provide easily accessible information to both providers and patients. Not only was our primary goal to make doctors’ jobs easier by providing them with a way to operate more efficiently, but we also wanted to improve the patient experience.
I’m a strong believer in keeping my company private and concentrating on building a solid product. Selling shares and depending on investors means that they will always have a say in how we conduct our business. We use our profits to continue building our company and our products.
What about the leadership inside the company? Is it true the no employees have titles? What’s the reasoning?
I have an open-door policy, which allows the opportunity for anybody to approach me to ask questions and brainstorm ideas. Over time, I’ve learned to listen more. I’m okay with second guessing my own decisions and receiving feedback from my colleagues, even if what they say is “no.”
Yes, our employees do not have titles, but instead, the whole company is team-based with team leaders being the only leadership position. Employees’ careers grow with bigger projects. I think titles are self-fulfilling and short-term objectives that people quickly get tired of. With a team-based structure, employees can work together to achieve successful results instead of individuals striving for the next title.
What drew you to healthcare? Why does it stand out for you?
I have always worked in technology, and in 1999, I heard a lecture in Geneva about using wireless computing in healthcare and the idea of “connected healthcare” really stuck with me. I loved the idea of a doctor and patient sitting in the doctor’s office reviewing charts on a tablet instead of pieces of paper, so I wanted to build a technology that connects all parties involved in healthcare, including the doctor, patient and insurance company.
Dr. Sol Lizerbram has been co-founder and chairman of the board of HealthFusion since its inception in 1998. HealthFusion develops web-based, cloud computing software for physicians, hospitals and medical billing services. HealthFusion’s fully integrated solution includes MediTouch EHR and MediTouch PM. Dr. Lizerbram was a co-founder of a national physician practice management company, and served as chairman of its board of Directors from 1986 through July 1998. Dr. Lizerbram has been in the healthcare industry for more than 35 years, received a degree in pharmacy in 1970 from Long Island University, School of Pharmacy, and was licensed as a registered pharmacist in the states of New York and Pennsylvania. He obtained a medical degree from the Philadelphia College of Osteopathic Medicine in 1977.
He is board certified in family practice and is licensed as an osteopathic physician and surgeon in the states of Pennsylvania and California. Dr. Lizerbram was recognized by NASDAQ/Ernst & Young as the 1996 Entrepreneur of the Year in the healthcare industry. He was a trustee of the US Olympic Committee and is active as a committee member in the Jewish National Fund. Dr. Lizerbram was appointed by the California Insurance Commissioner to the Governing Committee of the Workers’ Compensation Insurance Rating Bureau, and appointed by the California Governor as a Commissioner to the Health Policy and Data Advisory Commission.
Here, he discusses HealthFusion, the technology he helps develop and how it’s being used by physicians, the future of health IT, interoperability and the rise of consumerism and the cloud, the survival of EHR companies.
Tell me more about yourself and your background. Why healthcare?
I was a pharmacist prior to attending medical school in Philadelphia. After completion of my medical training I moved to San Diego, where I practiced as a board certified family physician. After several years in practice, I was appointed as the medical director of Prudential PruCare in San Diego. Soon after, I began to see the need for software that would assist doctors in improving the health of our population.
In 1998 I helped to found HealthFusion with Dr. Seth Flam, our CEO and a fellow family physician, to make the practice of medicine simpler for physicians and their staff by finding novel methods of utilizing the Internet.
Our job is to create the software tools used by physicians to further the health of their patients. We are honored that each day thousands of providers use our healthcare software to help make someone’s life a little better.
I come from a family with a strong healthcare orientation; my brother and six cousins are all physicians. As a result, I had an interest in helping people with their healthcare needs and found it very interesting.
What do you see as the sector’s biggest issues and, technologically, how can we solve them?
One of the biggest issues in healthcare right now is interoperability, the ability to seamlessly exchange patient data between physicians, hospitals, diagnostics centers, etc. This communication has been a challenge in healthcare because it needs to be accomplished between disparate systems, but it’s vital to garnering full value from digital healthcare information for patients, and for improving population health.
I’m glad to say that we are already accomplishing this with HealthFusion’s MediTouch; as an example, we provide data exchange successfully between Miami Children’s Hospital systems and MediTouch in the community doctors’ offices.
The little spacecraft that flew for 10 years crossing millions of miles in space, bounced on a comet hurtling 84,000 mph, transmits tons of data for 64 hours, finally tells its handlers that it needs to take a nap. Hitting any kind of target after 10 years in space is an amazing feat by itself, but this project had many hurdles and changes since its inception.
Healthcare is transforming at a rapid pace. In the past 10 years that the Rosetta orbiter traveled with the Philae lander strapped to its side, electronic health records have been implemented, meaningful use instituted, the diverse and multiple roads of interoperability have been examined, but progress has been slow.
The Rosetta project had to plan for executing tasks 10 years in advance. The team also had to anticipate the problems that it would find when Philae did something that had never been done before—landing on a comet. Nearly all projects on Earth have been done before but the nature of a project’s progression varies.
Here are three events that occurred on the Rosetta project that analogous Earth-bound healthcare projects also face.
Major change pre-launch. A problem was discovered that caused the launch to be delayed. This in turn caused the chosen comet to be abandoned because the orbit window was missed. Another comet whose gravity and other differences were not accounted for in the design of Philae was selected. Would the lander survive the descent? The craft would need to be put in a 3-year hibernation to conserve energy on the new flight plan.
Response: Adjust to the change. A large health insurance company discovered a security flaw in a new application to enroll customers during dry run tests. The problem would have caused multiple HIPAA violations and the company would be subject to expensive fines. The project had to be delayed until a fix was in place in spite of publicity of the go live date.
Major changes prior to the launch of a project are best addressed immediately. There is much better control in the early stages of a project. Changes may affect scheduled milestones, but it is better to adjust dates early in the project and explain changes to executive supporters.
Guest post by David Cooper, CEO and co-founder, Medical Mime.
As most of us involved in the healthcare industry already know, the Affordable Care Act calls for providers to adopt secure, confidential, electronic health information systems. Why? Because most experts agree that by using these electronic health records, we can collectively reduce paperwork and administrative burdens, cut costs, reduce medical errors and, most importantly, improve healthcare outcomes. But reality has had a funny way of challenging those expectations.
Yes, financial incentives have motivated doctors to get on the bandwagon, and many – if not most – office-based physicians have adopted some form of electronic health records. A study published in the journal Health Affairs reported that 78 percent of doctors working in office-based environments had implemented an electronic health record.
However, only about 48 percent of doctors had an EHR system with advanced functionality, according to the same source. Only 39 percent reported they had used their system to share medical data with other providers, and a stark 14 percent reported sharing data with providers outside their own practice. In short, the adoption of EHRs has not resulted in the promised integration of patient data that we hoped for. In fact, the use of electronic medical records – so far – may actually be having a negative impact on the quality of care doctors deliver.
According to a Northwestern University study published in the spring of 2014 in the International Journal of Medical Information, doctors who use electronic health records in their exam rooms spend one-third of their time looking at their computer screens. By comparison, physicians who rely on paper charting spend about 9 percent of their time looking at a patient’s records during an encounter. The study also asserts that because physicians spend so much time looking at their EHRs, they miss out on nonverbal communication cues from patients, thus affecting the quality of the care they’re delivering.