Saturday, 9 April 2016

Weekly Overseas Health IT Links - 9th April, 2016.

Weekly Overseas Health IT Links - 9th April, 2016.

Note: Each link is followed by a title and few paragraphs. For the full article click on the link above title of the article. Note also that full access to some links may require site registration or subscription payment.
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Patient-facing integrations with GP systems run late

Rebecca McBeth
31 March 2016
The April 2016 target for getting third-party suppliers of patient facing services integrated with the principal GP systems will not be met.
The first of these integrations will now likely go-live in late spring.
When a new GP Systems of Choice contract was signed in March 2014, it specified that principal system suppliers [Emis, TPP, INPS and Microtest] must provide interface mechanisms to allow the suppliers of subsidiary services to integrate with them.
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Clinical decision support malfunctions are widespread and persistent, AMIA says

More than 90 percent of CMIOs have experienced at least one CDS error; nearly 67 percent experience them every year.
April 01, 2016 11:26 AM
Clinical decision support misfires are commonplace but often hard to detect, according to a close examination of CDS systems at Brigham and Women's hospital in Boston published in the most recent Journal of the American Medical Informatics Association.
In addition, a separate poll of chief medical information officers found that the vast majority – 93 percent – had experienced at least one CDS malfunction, according to researchers. Two-thirds experienced system failures on an annual basis.
The study spotlighted four decision support glitches at Brigham and Women's.
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Let Patients Read Their Medical Records

Dhruv Khullar, M.D.
March 31, 2016 11:00 am March 31, 2016 11:00 am
Sometimes, before I interview new patients, while I’m waiting for them to be transported from the emergency department to the medical floor, I play a game.
I look through their lab tests. I peruse their imaging studies. I read other doctors’ notes and recent discharge summaries. Then I guess what the diagnosis is.
I know this is bad. It goes against most of what I learned about good doctoring in medical school — that the patient’s story is the core of medicine, that it’s essential for accurate diagnoses and therapeutic relationships.
It can also be dangerous. When I interview patients, I often find their medical charts are littered with inaccuracies. It’s one reason “read it in my chart” isn’t a good way for patients to communicate health information — or for doctors to learn it.
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Can mHealth Sensors Detect Sepsis?

By Eric Wicklund on March 30, 2016

Contact-free sensors, CDS platforms and even a video game are part of the digital health arsenal deployed to battle this deadly condition.

The recent death of film and TV actress Patty Duke is shining the spotlight on sepsis, a life-threatening condition that can be detected with mHealth technology.
The Centers for Disease Control and Prevention defines sepsis as “the body’s overwhelming and life-threatening response to infection which can lead to tissue damage, organ failure, and death,” and says it’s hard to predict, diagnose and cure. It affects about 1 million Americans and kills about 200,000 each year, more than AIDS, breast cancer and prostate cancer combined, and costs the nation’s healthcare system roughly $54 billion to treat.
Sepsis requires a quick diagnosis. Every hour of delayed care worsens outcomes by 6 percent, and about 30 percent of those who lapse into septic shock end up dying. mHealth platforms offer the ability to alert healthcare providers as soon as any symptoms are detected.
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With Hospital Ransomware Infections, the Patients Are at Risk

Ransomware that locks up patient data in hospitals is disrupting medical care, and the problem is set to get worse.
April 1, 2016
Police departments, government offices, corporations, and countless individuals have been victims of malicious software that encrypts data and demands payment for its return. But a spate of recent ransomware infections at hospitals has some experts worried that patient care could suffer.
“The big difference with health care is that the consequences are greater,” says Kevin Fu, an associate professor at the University of Michigan who studies computer security issues in hospitals. “You can lose your e-mail and that’s annoying, but patient records are needed in order to treat patients.”
After ransomware struck Hollywood Presbyterian Hospital in Los Angeles in February, the hospital's central medical records system was largely unusable for 10 days, and some patients had to be transported to other hospitals. A hospital in Germany that had medical records locked up by ransomware canceled some high-risk surgeries for safety reasons.
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This is how the future of hospital operations resembles air traffic control

Mar 31, 2016 at 9:15 AM
Explosion of data volumes. Interoperability of systems. Large servers in the sky that can analyze enormous amounts of data, compute complex algorithms in real time, and communicate in microseconds. Mobile communication through devices that patients, providers and staff all carry all the time. What does this all mean for hospital operations? Based on working with dozens of hospitals and conversations with 100+ others, we think the near future of hospital operations is quite exciting. Call it what you will — “Hospital 2.0,” “No Waiting Rooms,” “Hospital Operations Center” — the basic building blocks to enable the future of hospital operations are already here.
Today, two major shifts are putting pressure on hospitals to rethink how they deliver care: (a) increased demand for care from the Affordable Care Act and the growing number of people with chronic illnesses and (b) the move toward value-based care.
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Living in the Healthcare Data Breach Era

Scott Mace, March 30, 2016

Healthcare information and security officers are leading efforts to avoid cyberattacks through training and tools as 81% of healthcare executives say that their organizations’ systems have been compromised during the past two years.

This article first appeared in the March 2016 issue of HealthLeaders Magazine.
Now that cyber attacks as a source of data breaches are becoming routine in and out of healthcare, each breach represents not just a monetary loss to providers and payers but also a loss of faith by customers and patients in the healthcare industry. This new fact has pushed data security way up the priority list for healthcare.
Consider this: 81% of healthcare executives say that their organizations have been compromised by at least one malware, botnet, or other cyber attack during the past two years, and only half say they feel that they are adequately prepared in preventing attacks, according to a 2015 KPMG healthcare cybersecurity survey.
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April 1, 2016 6:03 am

Sober reality disrupts digital healthcare boom

Andrew Ward
It has not been a good few months for disruptive “unicorn” companies in the healthcare sector.
First came questions over the accuracy of blood testing technology developed by Theranos, the much-hyped Silicon Valley start-up whose 32 year-old founder, Elizabeth Holmes, had promised to revolutionise medical diagnostics.
Next to have its bubble burst was Zenefits, the HR software company which set out to challenge traditional health insurance brokers. Its similarly youthful founder and chief executive, Parker Conrad, was ousted in February amid concerns over the Californian company’s compliance with insurance laws.
The humbling of Theranos, Zenefits and their high-profile young founders marks the first big setback for the wave of technology companies aiming to make healthcare the next industry to feel the force of digital disruption.
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Healthcare data breaches spiked in 2015, surpassed previous years, BakerHostetler says

The law firm posted a new report that includes its 7-point plan to tighten security, avoid breaches, and respond when data gets compromised.
March 31, 2016 09:56 AM
The rate of security incident disclosures in 2015 surpassed those of 2014 and 2015, according to the inaugural 2015 BakerHostetler Security Incident Response report. What’s more, healthcare tops the list for frequency of data breaches.
“It’s not if, but when an incident will occur,” BakerHostetler said. “Privacy and data security issues are firmly entrenched as a significant public and regulatory concern and a risk-opportunity that executive leadership and boards of directors must confront.”
As part of the report the law firm published a 7-point plan to help healthcare organizations avoid breaches and ultimately respond when they do occur.
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Shared patient portal use could overcome barriers

March 31, 2016 | By Susan D. Hall
Shared access to records through a patient portal offers a way to overcome barriers such as patients' limited technical skills and health literacy, though it's rarely used, according to a study published in the Journal of the American Medical Informatics Association.
Researchers surveyed 323 patients and 389 care partners who had shared access to the Geisinger Health System patient portal, MyGeisinger. More than a decade after patients were offered use of the portal, they found that just 0.4 percent of registered adult patient portal users shared access to their account with a family member or friend.
Other studies have found that nearly all patients want control over their electronic health information, but they vary considerably in preferences for sharing their information with others.
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Citizens’ juries back opt-out for health data

Lyn Whitfield
29 March 2016
Two citizens’ juries have backed an opt-out model for a database of health records that could be used for research and other purposes other than direct patient care.
The University of Manchester set up two citizens’ juries, with 34 members of the public involved in total, and arranged for them to spend three days taking expert witness testimony on the creation of health records and access to them.
At the end of the process, 33 of the 34 jurors backed the creation of a health database and 24 supported an opt-out model for the inclusion of records. Six favoured an opt-in model.
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HIPAA Compliance Knowledge Growing Amongst Healthcare Pros

By Sara Heath on March 30, 2016

Healthcare professionals are demonstrating a better understanding of HIPAA compliance measures, just in time for the phase 2 OCR HIPAA audits.

Healthcare organizations are doing more to remain HIPAA compliant compared to two years ago, says NueMD’s 2016 HIPAA Survey Update.
The survey looked at HIPAA compliance trends amongst 927 healthcare professionals as a follow-up to a similar 2014 survey.
In the course of the past two years, more healthcare professionals have brushed up on their HIPAA knowledge. Today, a total of 69 percent of respondents knew about and understood the HIPAA Omnibus Rule, while only 64 percent of 2014 respondents reported the same.
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World Health Organization launches Zika app for healthcare workers

March 30, 2016
The World Health Organization (WHO) has released a new app this month, called WHO Zika App, which offers medical reference information about the Zika virus. The app is specifically designed for health care workers and responders, but can also be used by the general public.
Zika is a disease that is transmitted by Aedes mosquitoes. Symptoms of this virus include mild fever, skin rashes, conjunctivitis, muscle and joint pain, and a headache, according to WHO, but the disease also comes with a complication. Researchers have found an increasing body of evidence linking Zika virus and microcephaly, a condition in which a baby is born with a significantly smaller head than expected.
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Why EHR Replacement Projects Should Take a Slow Trajectory

By Sara Heath on March 30, 2016

Between project development and technical steps, EHR replacement projects should take a slow and steady approach.

As the healthcare industry shifts to new models of care, healthcare organizations look to enhance their EHR technology through EHR replacements and EHR optimizations.
Between care coordination, patient-centered care, and the persistent push for interoperability, EHR replacement projects are coming to the forefront for healthcare executives. This can be a daunting task, experts say, but there are some steps healthcare organizations can take to ease the process.
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Breach remediation plans should ensure crisis services

Published March 30 2016, 7:47am EDT
After extensive pilot testing, AllClear ID, a vendor of breach preparation and response services, has rolled out a comprehensive program that guarantees that healthcare organizations have access to company resources when they’re needed.
AllClear ID’s new program, called Reserved Response, is aimed at mid-sized and larger hospital systems and insurance carriers; the company commits the talent and services will be standing by and ready to deploy within 48 to 72 hours.
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ONC looks to overcome barriers to information exchange

Published March 29 2016, 4:32pm EDT
Lucia Savage, chief privacy officer in the Office of the National Coordinator for Health IT, is fighting to dispel a widespread and persistent misconception in the healthcare industry: that HIPAA makes it difficult, if not impossible, to move electronic health data for patient care.
A lawyer by training, Savage joined ONC in October 2014 determined to set the record straight on the federal law. According to Savage, some healthcare providers are not sharing protected health information because of their organization’s policies, procedures or protocols—even if such data exchange is permitted under HIPAA. In fact, providers often will not share PHI with each other or payers without written patient consent.
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Better clinical decision support depends on 'population, protocol and patient'

Across the healthcare industry, 'the state of decision-making is really bad.' Following the so-called Three Ps could point a way forward.
March 30, 2016 10:27 AM
Clinical decision support is designed to deliver the most relevant patient data to the physician at the time it is most needed – namely, when a critical choice about care has to be made. It is not a new concept and the healthcare industry certainly has the technology available to make it work at an optimal level.
Still, there is room for improvement on both the provider and vendor ends, say specialists in the CDS field.
"The traditional definition of CDS is what you can do within the electronic health record to support better decisions, but across the industry the state of decision-making is really bad," said Dale Sanders, senior vice president of Salt Lake City, Utah-based Health Catalyst.
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Iris recognition, palm-vein, fingerprinting: Which biometric is best for healthcare?

Each has pros and cons, including accuracy, price and the potential to scare patients with Big Brother-like perceptions. And biometric technology is evolving quickly enough that hospitals need to frequently evaluate options.
March 30, 2016 08:02 AM
When University Health Care System was deciding which biometric technology to deploy in conjunction with its Epic EHR, the Augusta, Georgia, hospital opted for iris recognition.
“It’s more accurate than fingerprint scanning and vein mapping, and a plus is that it’s a clean process because the patient never has to touch anything, which is a big issue in healthcare because of infection control,” said University Health Care revenue cycle director George Ann Phillips (pictured). “The camera sits on a tripod and it is voice-activated and tells a patient exactly how to position their head right before it snaps a photo.”
Iris recognition is just one in an emerging field of biometric technologies — others include palm-vein, fingerprinting and facial recognition — for identifying and authenticating patients.
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Health IT's role in battling the opioid addiction crisis

March 30, 2016 | By Katie Dvorak
The effort by the Obama administration and health officials to tackle the opioid addiction crisis in the United States is heating up--and health IT has a role to play.
This week, Shatterproof, a nonprofit lobbyist group, said in a blog post that it is sending a report to legislators on requiring use of databases that track patients' use of opioids and sedatives. The report comes at the same time the Department of Health and Human Services proposed a rule to increase the patient limit for qualified physicians to treat opioid use disorder.
In that proposed rule, HHS notes that qualified practice settings includes ones that are "registered for their state prescription drug monitoring program (PDMP) where operational and in accordance with federal and state law."
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How EHRs, quality reporting feed into physician burnout

March 29, 2016 | By Susan D. Hall
Doctors' frustration with electronic health records and clinical quality reporting can play a role in physician burnout, Steve Stack, M.D., president of the American Medical Association, tells EHRIntelligence.com.
"Doctors will get behind things that support better quality of care and support them in their clinical practice. It's the nonsensical stuff that makes it infuriating and challenging," he says.
Providers can feel overworked and unsupported when federal mandates add to the stress of their already busy lives, leaving them working nights and weekends. Stack adds that many aspects of EHRs are frustrating--they are inefficient, they're often not interoperable with other systems and they go down and paralyze the healthcare systems that depend on them.
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Following malware attack, MedStar docs regain EHR functionality

March 30, 2016 | By Dan Bowman
Clinicians at MedStar Health can now review medical records and submit orders via the electronic health record after a malware attack March 28 forced computers offline, the Maryland-based hospital chain said in a statement Wednesday morning.
MedStar, which operates 10 hospitals throughout the District of Columbia and Maryland, said its "three main clinical information systems supporting patient care" are still moving toward full restoration thanks to round-the-clock efforts by its IT team, as well as cybersecurity experts. Patient and associate data, thus far, has not been compromised, analysis has shown.
"Restoration of additional clinical systems continues with priority given to those related directly to patient care," the statement noted.
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Large numbers of healthcare organizations adopting encryption

Published March 29 2016, 7:42am EDT
One year ago, when the largest data breach on record took place, at Anthem, the call went out from numerous IT security experts for the healthcare industry to take its data protection measures to a whole new level. For once, it seems, the industry listened.
In the wake of the Anthem data theft, “Adopting security technology has received a lot more attention throughout the healthcare sector. That, plus falling price points, has led to it being more widely adopted than it was a year ago,” says Kathy Hughes, chief information security officer for Northwell Health (formerly Northshore-LIJ Health System), New York State’s largest healthcare provider.
So does that mean patient data is safer today than at the time of the Anthem break-in? “Yes,” replies Hughes, “absolutely.”
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VA launches 10-year, $22.3 billion procurement program

Published March 28 2016, 3:47pm EDT
As the Department of Veterans Affairs ponders whether to continue upgrading its legacy electronic health record system or to replace it outright, the VA has awarded 21 contracts worth up to $22.3 billion for information technology infrastructure improvements.
While the agency conducts a business case analysis on the future viability of its Veterans Health Information Systems and Technology Architecture (VistA) EHR system, a new multi-billion dollar indefinite-delivery, indefinite-quantity contract vehicle has been put in place to help meet the VA’s near- and longer term healthcare IT needs.
The 10-year Transformation Twenty-One Total Technology program-Next Generation (T4NG) awards include a mix of large and small business vendors, serving as a follow-on procurement to the original T4 program.
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HIT Think How analytics empowers precision medicine

Published March 28 2016, 3:38pm EDT
In the world of medicine, trial and error is largely the norm today. Doctors make a "most likely" diagnosis consistent with symptoms and prescribe treatment accordingly—treatment that might include drugs, devices or surgery. If the treatment doesn't work, the doctor most likely alters dosage or prescribes something else. This iterative cycle is repeated until the diagnosis and treatment present the desired clinical outcome.
The bad news is that this paradigm has reached a point of diminishing returns, as evidenced by the fact that most drugs prescribed in the United States today are effective with fewer than 60 percent of treated patients. The good news is that new technology could transform trial-and-error medicine, replacing it with an evidence-driven paradigm—one in which each patient receives care, medication and treatment predicated on his or her unique genomic profile and its attributes.
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Use of mHealth for clinical trials drives better care, lowers costs

March 26, 2016 | By Judy Mottl
As consumers continue to embrace mHealth tools to track their care, researchers are using the devices in a different way--as part of clinical trials. 
One institute using the tools this way is Chicago's Northwestern University. Researchers at the Feinberg School of Medicine, for a clinical trial, have created a website and mobile apps that allow physicians to teach mental health patients therapy techniques and show situational use of techniques via text, video and animation technologies, according to a Healthcare IT News report.
Not only do the website and apps make it easier to engage trial participants, they can also lower costs. 
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Computer virus forces MedStar Health offline

March 28, 2016 | By Dan Bowman
A computer virus forced MedStar Health, which boasts 10 hospitals throughout the District of Columbia and Maryland, offline late Monday, the Associated Press and the Washington Post report. The health system is working with the FBI, according to the AP, which is investigating the possibility of a ransomware attack.
According to a statement posted to MedStar Health's Facebook page, the virus prevents certain users from logging into its systems. MedStar took down all system interfaces to prevent the virus from spreading.
"Currently, all of our clinical facilities remain open and functioning," the statement says. "We have no evidence that information has been compromised."
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Protecting Employees’ Health Data

Does your back hurt? Do you have diabetes? Are you taking birth control pills?
You and your doctor know the answers to these questions, and now others may too: businesses that are contracting with employers to collect and analyze employee health data. But federal privacy law does not provide safeguards for how this information is used.
A Wall Street Journal report last month looked at a company called Castlight Health, which analyzes employees’ health care claims and demographic data to make predictions about their health care needs — for instance, women who have stopped filling their birth control prescriptions might become pregnant. It then gives employees advice intended to help them get the most out of their health care benefits (if a woman stops purchasing birth control, it might send her an alert about the benefits of a preconception visit to an obstetrician). It also gives employers aggregate data on their workers, like the number of employees it predicts will become pregnant soon.
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Report: Virtual Healthcare Market to Reach $3.5B by 2022

The virtual healthcare market is expected to reach revenues over $3.5 billion by 2022 with a CAGR of 49.8 percent during the forecast period, according to a recent report by Verify Markets. The report represent revenues generated by companies operating in the U.S. virtual healthcare market by mode of consultation (online visits to physicians through various modes of communication such as audio, video and kiosks). 
Core Virtual Healthcare Market Segments
Growth in the virtual healthcare market is largely being driven by revenue generated from three core segments: 
1. Video Consultation– revenues generated from video consultation services used by patients through their personal devices such as laptops, tablets, smartphones and desktops
2. Audio Consultation – revenues genereated from audio consultation used by patients through their telephonic devices
3. Kiosks – this core segment involves revenues generated from patients visiting kiosks deployed  by virtual healthcare companies at various pharmacies, employer sites, and emergency room in hospitals
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FBI probing virus behind outage at MedStar Health facilities

By JACK GILLUM, DAVID DISHNEAU and TAMI ABDOLLAH, Associated Press
Monday, 28 Mar 2016 | 3:51 PM ET
WASHINGTON (AP) — Hackers crippled computer systems Monday at a major hospital chain, MedStar Health Inc., forcing records systems offline for thousands of patients and doctors. The FBI said it was investigating whether the unknown hackers demanded a ransom to restore systems.
A computer virus paralyzed some operations at Washington-area hospitals and doctors' offices, leaving patients unable to book appointments and staff locked out of their email accounts. Some employees were required to turn off all computers since Monday morning.
A law enforcement official said the FBI was assessing whether the virus was so-called ransomware, in which hackers extort money in exchange for returning a victim's systems to normal. The official spoke on condition of anonymity because the person was not authorized to discuss publicly details about the ongoing criminal investigation.
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Providers should assess breach readiness after MedStar hack

Published March 29 2016, 4:37pm EDT
With reports from MedStar Health indicating that the system’s computer systems remain down a second day after a cyber attack Monday, providers have a new sense of urgency in ensuring they have firm plans for responding to a breach.
A new 29-page Data Breach Response Guide from Experian helps IT and other healthcare executives put together an enterprisewide plan to prepare for and respond to a breach, and then put the plan into motion when an incident occurs.
Sections in the guide cover communicating with the C-suite; creating a plan; practicing the plan; responding to a breach; auditing the plan; and finding helpful resources. The guide also includes a readiness assessment, containing core questions, to assess whether an organization has plans in place to appropriately respond to a breach.
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Bringing Factory Thinking to Healthcare

Scott Mace, March 29, 2016

Optimizing block scheduling for hospital operating rooms is a potential cost savings for health systems. Having the right tools and the right data is imperative.

While it’s possible to bemoan the industrialization of healthcare, when large amounts of resources— represented by operating rooms, hospital beds, and staff—it is essential that healthcare systems look for inefficiencies and squeeze them out.
Toward that end, Mercy Medical Center, an 875-bed operating unit of Catholic Health Initiatives in Des Moines, Iowa, recently turned to cloud-based analytics software from Hospital IQ (formerly PatientRoute) to improve patient flow, reducing backups in the emergency room, and to better meet surgeon demand for operating rooms.
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VA reassessing future use of its VistA EHR

Published March 28 2016, 7:49am EDT
Faced with increasing demands for its services and the realities of providing integrated healthcare in the 21st Century, the Department of Veterans Affairs is having second thoughts about sticking with its legacy electronic health record system.
Although the VA has been modernizing the Veterans Health Information Systems and Technology Architecture (VistA) over the last couple of years, the department is “taking a step back” from this system modernization to reassess its future clinical needs and to determine whether it should move forward with VistA or follow the lead of the Department of Defense—which last year awarded a $4.3 billion contract to a Leidos-Cerner team—and procure a similar commercial off-the-shelf EHR system.
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EHR 'gaps' hinder patient medication adherence

March 24, 2016 | By Marla Durben Hirsch
Electronic health records and health IT are falling short when it comes to improving patient medication adherence, according to a new paper in JMIR Medical Informatics.
The authors, from Duke University Medical Center and elsewhere, warn that non-adherence is "common and costly" and "one of our largest public health issues." Health IT can help improve adherence, with tools such as electronic prescribing, clinical decision support, linkages between diagnosis and treatment plans, and the use of patient portals to improve communication.
However, health IT has four "gaps" or barriers that are impeding efforts to improve medication adherence:
  1. Interoperability, connectedness and reciprocity, which is "undeveloped." Patients can't connect self-monitoring data to a doctor's EHR; the systems don't capture medication refill rates or patient reports of side effects. Moreover, with 160 different medication adherence apps available, creating a system to connect all of them to EHRs is "daunting," the authors write.
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Report: 59% of Digital Health Users Have Chronic Condition, Only 7% Use Management Tool

Fifty-nine percent of consumers who use digital health apps and tools suffer from a chronic condition, according to a March HealthMine survey of 500 insured consumers. Fifty-two percent of these individuals are enrolled in a wellness program and 33% received their health device/app from their wellness program. 
However, only 7% of these individuals are using a disease management tool. The survey reveals that consumers use of health applications and devices has doubled in the past two years, but the right digital health tools are not necessarily getting into the hands of those who need them most. 
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Enjoy!
David.
Baca selengkapnya

Friday, 8 April 2016

The Department of Health Releases A New Draft National Health IT Strategy. How Did They Do? Not Well I Fear.

The Department of Health Releases A New Draft National Health IT Strategy. How Did They Do? Not Well I Fear.

This e-mail and an attachment were sent out on April,4, 2016.
“Dear Colleague
Attached is a copy of the draft National Digital Health Strategy 2016-2019 (the Strategy) for your review and comment. This Strategy has been developed in order to replace the previous 2008 National eHealth Strategy. The Strategy, once fully developed will be presented to the Australian Health Ministers Advisory Committee (AHMAC) before being recommended to the COAG Health Council for endorsement. This version is an early draft which not yet been considered officially, and as such does not currently have any formal status. We also appreciate that there is still work to be undertaken on the presentation of the document.  What is important, at this stage, is to gain your feedback in relation to the content of this document.  We are sending you this draft as part of a closed consultation process, and ask that you limit distribution and discussions on it to a representative group of your members at this stage.
The Strategy aims to recognise the need for increased collaboration across governments, healthcare providers, healthcare consumers, the private sector and software vendors to deliver an integrated digital health eco-system that supports healthcare provision within Australia. While it articulates the government programmes to be delivered, it's intended to provide certainty for private sector technology and innovators to encourage and foster innovation by the non-government sector. It acknowledges the need for real, consistent and ongoing engagement with consumers and healthcare providers in the design of digital health solutions.
The Strategy acknowledges the health system is changing rapidly, with new models of healthcare being regularly developed in response to opportunities, challenges and demands on the health system. Many of these changes are being driven by improved use of data.  Technology is also rapidly evolving, and consumer and healthcare provider expectations of digital health solutions are increasing as they are exposed to advanced innovative solutions in other sectors such as retail and banking.
We will update the Strategy based on the comments that we receive from you and others during the consultation period.  Once the Strategy has been endorsed, the Australian Digital Health Agency will take responsibility for the ongoing development, coordination and implementation of the Strategy through the National Digital Health Work Programme.
Any questions, comments or feedback that you have on the Strategy should be forwarded to James Robertson at James.Robertson3@health.gov.au by 14 April 2016.
Regards
Paul M.
Paul Madden
Deputy Secretary and Special Adviser
Strategic Health Systems and Information Management
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As you might expect I have had a number of copies forwarded to me as I was not on the original distribution list. (the full distribution list was provided to all recipients in what seems to be a minor security leak).
I have read the document through and have contributed my thoughts to one of the groups who were asked to respond. Sadly I can’t reproduce the document on the blog but I have made it available here for download:
I am making this file available to readers as I see them as part of a special group who have a major interest in the future of Digital Health and who need to have a say.
My thoughts are in 2 parts. My general response is that the present document has a very long way to go before it could be considered even vaguely satisfactory.
As far as specifics are concerned I would make the following points (in no particular order):
First I believe there are so many gaps in the work I believe the document is not really worthy of being described as a strategy - it is more just a really unconnected series of assertions and desires.
Second the document lacks any real insight into the current Health IT situation in Australia, especially it largely ignores the wide range of successful private sector initiatives.
Third, there is no clarity provided as to just who the intended audience for the strategy is and just who are to be assisted and supported by the plan. Is it for clinicians, consumers, the jurisdictions the Department of Health, the private sector or a mix/combination of all of the above or something else?
Fourth, as previously noted in this blog almost decade ago, a strategy without a funding plan and commitment is the emptiest of strategies / plans.
Fifth there does not appear to be anything that could be described as an implementation plan.
Sixth the current document totally fails to review the 2008 National E-Health Strategy to draw  lessons on just what matters in actually delivery of a Strategy and fails to analyse where the successes and failures lay and why.
Seventh it is clear that the present document has been inadequately consulted on with many stakeholders largely ignored and no real consultative processes conducted, with an overwhelming predominance of Government staffers.
Eighth the document is excessively focused on the myHR and while recognising it is not fit for purpose - suggests the need to press on while trying to fix it. If ever you saw a chicken and egg problem - this is it!
Ninth the current document  fails to grasp that Health IT needs to clearly recognise at least two customers - of which the health care providers are the most important - for the strategy (the other is the public/consumer). It is not clear the same solution can work for both classes of stakeholders.
Tenth the document is really weak on evidence, benefits analysis, overseas research and a realistic technology assessment and future analysis.
Eleventh there really is not a clear strategic situation assessment and a future vision.
Last it is not clear just how this document relates to the nascent Digital Health Authority - which is meant to be a strategic organisation.
Overall this document has a very long way to go I believe before being a half useful contribution to the state of play.
I would ask that those who are interested download the document and comment - I am sure DoH will have someone having a browse of the comments!
David.
Baca selengkapnya
"Immersion Day" to Expose Hospital Board Members to Real Health Care for a Day - A Great Idea, but Why Should It Be News?

"Immersion Day" to Expose Hospital Board Members to Real Health Care for a Day - A Great Idea, but Why Should It Be News?


Last week, the New England Journal of Medicine published an article by Bock and Paulus describing an innovative program at Mission Health in Asheville, NC to expose health system board members to the real world of health care.(1)  The article was nice, but begged an important question: why was such a program news?

The Immersion Day Program

 The article asserted:

The U.S. health care industry has long been beset by seemingly intractable problems: incomplete and unequal access to care; perverse payment incentives; fragmented, uncoordinated care that threatens patient safety and wastes money; and much more.

So the hypothesis on which the program was based was:

These challenges are particularly vexing to the people who oversee or set policy for health care organizations. The disconnect between health care in its intimate, real-world setting and the distilled information delivered in the boardroom or policy discussions is a key barrier to responsive governance and policymaking. Sometimes seeing with new eyes can lead to transformational understanding

In particular, the two physician authors of the article noted

Yet until 2013, none of our lay board members had ever been afforded the opportunity to see the complexities of care delivery, except when they were patients, visited someone in the hospital, or watched a TV show like Grey’s Anatomy. Like most boards, we did our work in the boardroom. There, management and our four physician board members did our best to paint accurate pictures of our system’s complexity: the workflows and the choreography, the opportunities for error, the forces behind increasing costs, and the good derived from serving all patients regardless of ability to pay. We shared our struggles and successes using PowerPoint presentations, graphs, spreadsheets, and patient statements.

So Doctors Bock and Paulus came up with the idea of providing basically provided a one-day clinical immersion program to members of the hospital system's board of directors.

we created 'Immersion Day,' when board members and thought leaders could spend 9 to 12 hours in scrubs, behind the scenes, immersed in the nuances of care delivery.

Board members went from pre-operative care, to the operating room, to intesive care, to surgical wards to rounds with "nephrologists, pulmonologists, trauma surgeons, and hospitalists, finally to the emergency department.

The board members apparently greatly appreciated thr program:

Board members have called their Immersion Day 'eye-opening and endlessly fascinating,' 'unforgettable and humbling,' even 'the best-spent day of my life.' One said, 'I learned more about hospitals and health care from my 10 immersion hours than 6 years sitting on our board.' Our staff benefits, too: when a physician or nurse meets a board member in scrubs, the encounter builds trust and admiration in both directions. Word spreads. Caregivers express gratitude that the board is spending time seeing what they do; many had never previously met a board member. Physicians’ relationships with the board and management, though imperfect, are far better than they’ve been in years, despite ever-increasing challenges.

The authors are now trying to make the program available to journalists, and "state and federal policy makers."  Their conclusion was:

we’ve built a transformative experience that can guide our board. Deep immersion in the work of our health system has strengthened governance and engendered trust in our community, staff, and physicians, while elucidating health care for policymakers. After three years of Immersion Days, we cannot imagine being governed by a board that hasn’t seen so intimately how a health system works.

There are some obvious limitations to this article, which unfortunately were not addressed in the text.  The article was entirely impressionistic.  It presented no data about actual end results of immersion day, much less a comparison to any other kind of interevention.

Furthermore, the authors did not describe some important characteristics of their hospital system which may differentiate it from others.  In particular, the management of Mission Health is much less generic than that of other hospitals.  Half of the top hospital administrators have medical or nursing degrees.  The CEO of the hospital is a physician.  In fact, he was the second author of the article. Five of 21 directors (including the CEO) are physicians.   So it is not clear how this program would work in a hospital whose management is dominated by people with business backgrounds.

Why Is This News?

But the article begged the questions of why this is news? The article stated that there is a big "disconnect" between what is discussed in hospital board rooms, and the health care that goes on in hospitals day by day.  Furthermore, it stated that many hospital board members had no direct experience with health care.  Instead, the article described the non-physician board members, who were by far in the majority, as "educators, attorneys, manufacturers, investors, and bankers."  It did not say why the majority of people responsible for the governance of a health care organization had no direct familiarity with health care.  That does not seem to make sense.  So why did it take so long to try to give them such familiarity, and why would a program to do so be newsworthy? 

The article also failed to note that the hospital in which the immersion program was initiated actually had a board that was more familiar with health care that the typical hospital board.  Many hospital boards of trustees are completely dominated by "attorneys, manufacturers, investors, and bankers," that is, wealthy businesspeople without health care experience, and parenthetically probably without much familiarity with the context of the many less financially fortunate patients of their hospitals.  Mission Health at least had a few physicians on its board.

We have posted some vivid stories about the skewed natures of hospital boards before.  For example,
-  the board of IU Health (Indiana), dominated by top executives and board members of large for-profit corporations (look here).
-  the board of the Hospital for Special Surgery (New York), of whose 42 members, 23 had major relationships, often top executive positions or board memberships, just in large financial firms, including some which were responsible for the great recssion.
Other examples can be found here.

Hospital boards whose members are unfamiliar with health care may reflect hospital management that is similarly unfamiliar with health care. In fact, most hospitals and hospital systems, like most US health care organizations, are not led by health care professionals.  Instead, they are led by generic managers, following the dogmas of managerialism.

We have frequently posted about what we have called generic management, the manager's coup d'etat, and mission-hostile management. Managerialism wraps these concepts up into a single package.  The idea is that all organizations, including health care organizations, ought to be run people with generic management training and background, not necessarily by people with specific backgrounds or training in the organizations' areas of operation.  Thus, for example, hospitals ought to be run by MBAs, not doctors, nurses, or public health experts.  Furthermore, all organizations ought to be run according to the same basic principles of business management.  These principles in turn ought to be based on current neoliberal dogma, with the prime directive that short-term revenue is the primary goal.

Of course, if top hospital leaders do not perceive their own unfamiliarity with health care as a problem, they are unlikely to perceive their boards' unfamiliarity as a problem too.  So it really was news that at one hospital, the management thought it necessary to better educate their own board about what really goes on in hospitals outside board rooms and management suites.

At a really manageralist hospital, whose management is dominated by people with business backgrounds, which may lack any top managers who have any health care background, and whose board is dominated by wealthy businesspeople with backgrounds outside of health care, the management would likely not bother trying to improve their board members' or their own familiarity with health care.  Were they to do so for some reason, I hypothesize that an immersion day for board members would have little effect.  The apparent, but not clearly proven success of  "immersion day" at Mission Health may be due to the important presence of health care professionals in top management and on the board of trustees, but may not generalize to most other hospitals.

In fact, the current leadership of hospitals and other health care organizations almost entirely by generic managers, reporting to boards made up almost entirely of generic managers, defies common sense.  Although trying to give board members some rudimentary familiarity with the health care context, during one day of the year, is obviously better than nothing, it clearly is only a tiny bandage on a gaping wound.  When one hospital deploys such a bandage, it is news.  That most hospitals' managers and boards would not even think of deploying such measures is a scandal.

So as we have said endlessly,...  

We need far more light shined on who runs the health care system, using what practices, to what ends, for the benefits of whom.

True health care reform would enable transparent, honest, accountable governance and leadership that puts patients' and the public's health over ideology, self-interest, and self-enrichment.

Reference
1. Bock RW, Paulus RA. Immersion day - transforming governance and policy by putting on scrubs.  N Engl J Med 2016; 374: 1201-1203.  Link here
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