News 2/16/12

From Scott’s Boy: “Re: where’s the love? You don’t want to stop by our booth and check out what’s going on? Shout-outs to our fair and worthy competitors but not us really hurts my feelings. Come by and talk to our folks. And be careful in those heels!” Last week I mentioned the names of a few ambulatory EHR vendors I would visit at the HIMSS conference and of course couldn’t include all 250+ that are exhibiting. I’m flattered by the invite and of course will stop by and look at your latest offerings. I am happy to share my impressions with readers and promise not to be overly influenced by the quality of the trinkets.

athenahealth releases its Q4 and 2011 financials: quarterly revenue jumped 33% to $92.5 million, but GAAP net income fell to $5.3 million ($0.15/share) compared to last year’s $7.3 million ($0.21/share.) For the full year, revenue grew 32% to $324.1 million; income rose from 2010’s $12.7 million to $19 million.

Medical imaging provider MIDI, LLC contracts with MMP for for billing and practice management services.

Humana signs an agreement with NextGen to participate in its Medical Home EHR Rewards Program, which provides financial assistance to selected physicians for the purchase of ambulatory EHRs. Providers using NextGen will be able to exchange clinical information, receive payer transaction details from Humana, and then populate transaction data into the patient’s record.

The 330-physician DuPage Medical Group (IL) adds Merge iConnect Access and the Merge Eye Care Suite, which will integrate with DuPage’s Epic EMR.

Family HealthCare Center (ND) contracts with Intelligent InSites to provide RTLS solutions for tracking, managing, and displaying the real-time location and status of patients, staff and equipment.

HIT adoption in the US is nearly equal among primary care doctors and specialists, according to a report from Accenture. The eight-country study also finds that the US is a leader in HIT use and adoption among physicians, compared to Australia, Canada, England, France, Germany, Singapore, and Spain. The majority of US physicians use e-prescribing and enter notes electronically, and almost half enter orders electronically.

The Ohio Health Information Partnership reports it has signed up more than 6,000 primary care physicians to use EHRs, which is more than any other REC in the nation.

Greenway Medical Technologies launches Greenway Marketplace, which allows technology partners to build on Greenway’s PrimeSUITE’s application programing interface to deliver new technology to its users.

Ridgeview Medical Center (MN) selects Allscripts EHR and PM solution for its 300 employed and affiliated physicians. Ridgeview will also implement Allscripts Community Record powered by dbMotion.

Acting CMS Administrator Marilyn Tavenner tells an AMA audience that CMS is considering an extension of the ICD-10 implementation timeline. Tavenner says her office will office will make a formal announcement about regulation changes within the next few days.

CMS creates a new page on its EHR Web site dedicated to the clinical quality measures (CQM) and their role in the EHR incentive programs. The page includes general program definitions and CQM reporting requirements for EPs and critical access hospitals.

EHR-based alerts can inadvertently lead to information overload for providers, according to a VA study. While many alerts may be valuable, too many alerts forces providers to wade through irrelevant data. Researchers concluded that less than 20% of the words contained in EHR alerts are considered to be relevant.

E-mail Inga.

More news: HIStalk, HIStalk Mobile.

News 2/14/12

ADP AdvancedMD and ChartLogic announce a combined best-of-breed offering that includes ADP’s PM system and ChartLogic’s EMR.

The local paper profiles United Community and Family Services, a 13-provider community health center in Norwich, CT, which last month selected Greenway Medical’s EMR.

The 50-provider Imperial Calcasieu Medical Group (LA) selects Encoda’s BackOffice EDI technology.

The Bureau of Labor Statistics predicts that the number of jobs in the ambulatory care setting will grow 32.7%, which is faster than for inpatient services and other sectors in the economy. Job creation will be driven primarily by new positions for managers, PAs, nurses, medical assistants, financial clerks, administrators, and physicians and surgeons.

The AAFP’s TransforMED subsidiary publishes an updated version of its Medical Home Implementation Quotient, a free online tool to measure a practice’s progress towards implementation of a patient-centered medical home. The toolkit is based on the elements included in the NCQA PCMH 2011 Standards and Guidelines.

A Vitera Healthcare survey finds that 25% of practices are not aware of the required transition to ICD-10, though larger organizations appear more aware and have a greater sense of urgency. Fifty-nine percent of the respondents say they will upgrade their existing PM product or purchase a new solution to fulfill ICD-10 requirements. The press release does not provide details of the survey methodology and does not indicate whether or not the respondents were Vitera customers.

PM and RCM service and software provider MTBC acquires United Physicians Management Services, a provider of outsource and consulting services for physicians.

Medinova Physicians (NY) expands its partnership with PatientPoint to include care coordination technology and NCQA PCMH consulting services. Medinova will deploy PatientPoint’s HealthSync Care Coordination platform, which will integrate with the practice’s existing PM/EHR.

CCHIT says that 71% of complete EHRs used by EPs and hospitals that have successfully attested for MU are dually certified under both the ONC-ATCB and CCHIT Certified programs.

HHS announces a $9.1 million initiative aimed at encouraging medical students to serve as primary care doctors.  The plan requires MDs or DOs to serve three years of full-time or six years of half-time service in rural and urban areas of greatest need. In return, the students will be provided with loan assistance of up to $120,000.

E-mail Inga.

More news: HIStalk, HIStalk Mobile.

From the Consultant’s Corner 2/11/12

Success Strategies for Extending IT to Community Practices

Any time a hospital or integrated delivery network decides to extend electronic health record (EHR) and practice management technology to community physicians, there typically are two main goals: 1) improve patient care sharing clinical information across a common HER, and 2) strengthen relationships with the referral base.

It may sound easy, but extending information technology (IT) can be as difficult as winning the Super Bowl if you don’t avoid some major pitfalls along the way. So let me play “coach” for a minute. Here’s my playbook for how to successfully extend your organization’s IT capabilities to referring physicians in your community:

• Understand the fears of a community practice. When a physician group considers tying into your system, it’s usually afraid of losing a little bit of control over practice operations, and giving the sponsoring entity access to financial information. They sure as heck don’t want to run the risk of having competing providers gain access to their patient database and fee schedules. In addition, they’re almost always concerned that cash flow might take a hit during the transition period. So Job #1 is to erase—or at least ease—these fears from the get-go.
• Sell the benefits. There are obviously a host of benefits in having a shared EHR. The community practice gets instant access to things like hospital discharge summaries. Conversely, the hospital gains access to all primary care information. Of course, community practices enjoy major financial benefits; they don’t have to fork over the purchase price for an EHR.
• Determine how much customization is really needed. Private practices often don’t need as many bells and whistles as your employed specialists do. Instead of the familiar 80/20 rule, in many cases you can adhere to a 95/5 rule: 95% of what you provide can be a standardized solution; the other 5% may need tweaking. For example, if you’ve already customized a system for your well-respected in-house pediatric group, leverage it by offering it to your referral base, too.
• Use special teams when necessary. Every football coach knows the importance of special teams. So my advice is to create special teams for HIT: one for your employed physicians, the other for private practices in your area. Consider this thought: If a large percentage of your on-staff orthopedic surgeons aren’t currently getting custom IT solutions from you, they’ll be irate if you offer custom solutions to unaffiliated surgeons in your community first. The answer is to create one support team for your in-house providers and a separate consulting team to work with referring physicians. That way each group of physicians gets VIP treatment. You can even create a special billing team, bringing in a third-party expert to help the community practices avoid revenue cycle problems.
• Don’t take shortcuts in training. No athlete ever reaches the pinnacle without a lot of training. In similar fashion, community physicians will need more than a few hours of online training to master the new system you’re extending. Don’t leave your referring practices in training limbo. Get some super-users on board and be responsive to their concerns. Otherwise, your help desk will get flooded with angry calls.
• Quickly identify revenue cycle problems. As a private practice gets accustomed to a new IT system, there’s often a short-term impact on productivity and profitability. And guess what? They’ll blame you for any revenue cycle slowdowns. Since that defeats one of the main purposes for extending your system in the first place—strengthening relationships—it’s imperative that you also extend resources to help practices keep their revenue cycles humming.

Most of the referring practices in your community already are sold on the idea of integrating technologically with other providers and facilities in the community. They have a good grasp of the major benefits. You’re halfway home already. With these coaching tips, you’ll be well on your way to achieving success in extending IT to referring practices in your area.

Brad Boyd is vice president of sales and marketing for Culbert Healthcare Solutions, a professional services firm serving healthcare organizations in the areas of operations management, revenue cycle, clinical transformation, and information technology.

News 2/9/12

From Idolizer: “Re: AAOS. I am in San Francisco at the American Academy of Orthopedic Surgeons conference. Physician interest in EHR continues unabated.” Great news since that suggests job security for many of us. AAOS expects about 14,000 physicians and other medical professionals during the five-day event.

From FirstTimer: “Re: HIMSS. I work for a large physician group and going to HIMSS for the first time. I’m curious what ambulatory EHR vendors are on your must-see list.” I haven’t had time to give it much thought, but a few that come to mind are CareCloud (I interviewed CEO Albert Santalo a few weeks ago,) Medicomp (the Quippe developers,) Vitera (formerly Sage –  I want to hear if there is a new story there,) and Practice Fusion (the one time I tried to check it out at a show, their display was so small I couldn’t see around the crowd.) I’m sure I will also see what’s new with some of the bigger players, including Allscripts, Greenway, eClinicalWorks, and athenahealth.

Speaking of HIMSS, here’s a bit of trivia:  257 vendors are promoting their ambulatory EHR products and 156 their ambulatory PM systems. Some of the vendors focus strictly on the ambulatory space (athenahealth, Aprima) while other vendors (Allscripts, GE) offer ambulatory solutions in addition to a host of other products. Dozens of educational sessions target physicians and the ambulatory world, so if your primary interest is the practice space, you will find plenty to keep you busy.

gloStream will integrate ABILITY Network’s DirectABILITY secure and direct communications transport into its gloEMR and gloSuite offerings.

Campbell Clinic Orthopaedics (TN) selects SRS for its 43 physicians.

eClinicalWorks publishes its upcoming schedule for road shows, which will touch on MU requirements and include demonstrations of new features in its Version 9.0.

Most physicians and medical office staff consider the transition to ICD-10 to be one of the most impactful issues currently facing their practice, according to a Vitera Healthcare survey. Fifty-nine percent of practices say they’ll need to upgrade their existing PM and/or clinical system to meet ICD-10 requirements.

Nuance names 1450, Inc. its distributor for Dragon Medical Spanish, Version 11.

Revenue cycle solutions vendor Recondo Technology acquires Trilogi, Inc., a revenue recovery firm.

CMS publishes the latest MU attestations figures as of early February. The total number of EP attestations has jumped to from 21,000 in November to 36,000, with Epic, Allscripts, and eClinicalWorks representing over half of the all EP attestations. Interesting to note is that Practice Fusion has cracked the top 12.

The average compensation for a clinical faculty member was $262,400 in the 2010-11 academic year, which is almost 3% more than the previous year. About 59,000 US physicians serve as clinical faculty members.

E-mail Inga.

More news: HIStalk, HIStalk Mobile.

Bowtie Confidential: Preparing for the Inevitable Breach 2/7/12

You may be one of the fortunate healthcare organizations that have not experienced a breach in security or inappropriate access to Personal Health Information (PHI.) However, when you least expect it, it will happen to you.

You cannot prevent breaches, but you can take reasonable measures to prevent them, and create a plan to respond rapidly and appropriately. A poorly contained and failed response has the potential to cost millions through penalties, lost business, and ruined reputations. A well-executed plan can save your organization from these consequences.

If you haven’t already, it is important to create an incident management process. I suggest using the business impact analysis model, which will identify the potential risks and threats to the organization.

Here are eight steps organizations should take to develop an incident response process, each reflecting an area of the incident response management cycle.

1. Risk analysis. Prior to developing the plan, the organization needs to understand the business – operations, processes, etc. – and identify the high-impact risks that must be mitigated. From who or what is your organization trying to protect the assets?
2. Threat analysis. Also prior to implementing a plan, a thorough understanding of the IT infrastructure is needed to identify the “single point” of failure and other potential weaknesses. Where and how does your organization capture and store the most sensitive data? Perform a workflow and data flow analysis to determine this. Which systems and networks are the most vulnerable to attack?
3. Security policy mapping. Security should be deployed throughout the organization to mitigate known threats, risks, and vulnerabilities to the extent possible. Assess on an ongoing basis the risk and threat analyses results and compare them to existing security controls. Are there sufficient procedures in place? Are they securing the right things? Procedures should apply appropriate levels of structure to the security controls based on the potential threat and associated impact.
4. Incident response policies and procedures. When breaches happen, the organization will need to identify and classify the incident according to appropriate criteria. Then the organization must initiate the response team, contain and stop the incident, gather appropriate incident evidence/data, if applicable, restore operations, notify individuals as necessary, and determine the course of action the organization will undertake. External organizations, patients, physicians, and regulatory agencies will want to see that plans are in place, rapid response to address the exposure was taken, and affected patients/people were notified.
5. Testing. Testing will validate and confirm the organization’s capabilities, provide training and awareness to the response team and illustrates responsibilities, and highlight weaknesses or invalid assumptions. If you don’t test, you won’t be prepared. It is highly recommended that testing of the incident response process be conducted minimally twice per year.
6. Review and update. Post-test or post-incident debriefings are essential. Validate the plan and update it if necessary.
7. Create an incident response team. A breach can happen anywhere inside or outside of the organization. Therefore, it is important that the response team be a cross-functional group – including outside professionals and vendors if necessary. Potential team members would include organizational leadership, information security / risk management / compliance staff, IT staff, operational staff (business, financial, and clinical,) legal staff, corporate / organizational communications staff, and external professionals such as forensic analysts, notification providers, etc.
8. Training. Once a plan and team is in place, the next most important component of a good incident response plan is employee training. The alacrity with which a breach is reported to the response team can make a substantial difference in the impact. Train employees on the basics of security, how to identify a breach, and most importantly, what to do and who to contact when an incident is identified.

Incident response and management is a top strategic priority. It is better to be proactive now than to perform damage control later around reputation, penalties, and patient care.

Rob Drewniak is vice president, strategic and advisory services, for Hayes Management Consulting.