News 4/5/12

CMS extends the deadline to April 30th for Eligible Professionals to submit eligibility appeals under Medicare’s EHR incentive program for the 2011 payment year. The eligibility appeal allows a provider to show that all the requirements for the Medicare EHR incentive program were met and that the provider should have received a payment but could not because of circumstances outside of the provider’s control.

Kokua Kalihi Valley Comprehensive Family Services (HI), a 16-provider FQHC, names e-MDs its vendor of choice for EHR and PM.

Billing and PM service provider Asterino & Associates merges with billing and EMR company Doctor Solutions. The combined entity will be called Asterino & Associates.

The 330 physician DuPage Medical Group (IL) selects Humedica MinedShare to provide clinical benchmarking and analytics from its Epic EMR.

The National Quality Forum endorses new measures associated with care costs for asthma, chronic obstructive pulmonary disease, hip/knee replacement, and pneumonia, as well as 14 quality measures on perinatal care and 12 on renal care.

The HITR nursing technology blog is running a Bodacious Scrubs contest through April 25. Winner receives a $100 AMEX gift card (and at least 15 minute of fashion fame.)

Professional services firm Syndicus forms a strategic alliance with SOAPware to promote and sell SOAPware’s hosted EHR solution.

EHR and RCM provider MTBC acquires billing company GlobalNet Solutions.

The Miami Herald talks with CareCloud CEO Albert Santalo about the potential impact of the soon-to-be-passed JOBS Act, which aims to reduce bureaucracy and make it easier for private companies to find investors early and go public.  Santalo says that an IPO is a “realistic possibility” for CareCloud and the new legislation, which includes looser regulatory provisions for for “emerging growth” companies, would allow CareCloud to go public sooner than later. Our interview with Santalo can be found here.

SuccessEHS becomes the first ambulatory EHR vendor to demonstrate successful connection with South Carolina’s Health Information Exchange.

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More news: HIStalk, HIStalk Mobile.

News 4/3/12

From Santiago: “Re: EMR and merging practices. I read more details about the former Northwestern Memorial Physician who resigned and blames the practice’s computer system for inefficiencies. Apparently he had been in solo practice for 12 years and used a different EMR before joining Northwestern. I think people need to realize that we will have more issues with physicians who are forced to change EMRs when practices merge. If one is used to a certain EMR, it’s not an easy task to change, nor is it inexpensive. And, the older the doc, the harder it is to get them to change.” Santiago is referring to the Chicago physician who is now in the midst of a law suit with his former practice. He’s right: more mergers and acquisitions means physicians will face the challenge of switching EMRs.

The AMA’s online newsletter points out some of the missed opportunities for practices that have not created an online presence. One consultant notes that even practices that don’t need to attract new patients should develop a Web presence since information about physicians and practices is already out there, just not under the control of the practice.

CMS paid $391.6 million in PQRS incentives for 2010, a 65% increase over 2009. A total of 268,968 healthcare professionals participated in the program and were paid an average of $2,157 per individual and $20,364 per practice. Payments for the e-prescribing program jumped 83%, with CMS distributing $270.9 million to 65,857 individuals and 18,713 practices.

The administrator of a six-physician primary care group details her practice’s management of paper records in preparation for the group’s EHR go-live. After weighing several options, the practice opted to scan patients’ charts as they came in for appointments starting two months before the go-live. Eventually the practice was able to convert space once used for medical records storage into three exam rooms.

The AMA, MGMA, AAFP, and multiple other professional organizations send CMS a letter expressing their “profound concern about the imminent storm” of overlapping regulations affecting physicians, including e-prescribing penalties, the MU program, and the transition to ICD-10:

We urge CMS to re-evaluate the penalty timelines associated with these programs and examine the administrative and financial burdens and intersection of these various federal regulatory programs. We also urge CMS to use its discretionary authority provided by Congress under these programs to develop solutions for synchronizing these programs to minimize burdens to physician practices, and propose these solutions in the physician fee schedule proposed rule for calendar year 2013.

The Washington Post looks at initiatives in place at Stanford and Georgetown Universities that strive to teach medical students to maintain human connections with patients while using technology. Stanford advises students to face their patient, excuse themselves to check the computer screen, and put away gadgets when not needed. Meanwhile, Georgetown hires actors to portray patients during simulated exams that involve students accessing EMRs and explaining test results to their actor-patients.

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More news: HIStalk, HIStalk Mobile.

DOCtalk by Dr. Gregg 3/30/12

Is the Clinical Narrative Really Dying?

While reading a recent piece by Scott Mace on HealthLeaders Media called Are EMRs Killing the Clinical Narrative, it made me wonder if the clinical narrative is really dying.

It’s easy to look at the typical point-and-click EMR note engine and think that it isn’t capable of catching the nuances of a good clinical story. Most EMRs are designed to capture codable data mainly for the purposes of billing and insurance claims. Many don’t seem to have had the clinical narrative as any part of a consideration during construction. Well, at least not as a big part of the build considerations.

Then again, think back, clinicians (those of you who aren’t recent grads). Remember those med school and residency notes you used to write? They were long, flowing notes that had to incorporate each part and piece of a medical story. They included every pertinent positive and negative that might in any way, shape, or form be part of the clinical picture.

For those of you are primary care providers, now think forward to the transition of your notes over the years. How much of that previous storytelling did you whittle away as your diagnostic skills improved, as your clinical duties increased, and as your confidence grew in your ability to glean the truly pertinent wheat from the superfluous chaff of your clinical notes?

I know my handwritten notes – a few years back before I went digital – sure weren’t anything like my residency notes of yore. I know that’s true for many of my primary care colleagues, too.

I remember chatting with a retired GP a few years ago who talked about seeing 50 to 60 patients per day. He said he could do that, in part, because his notes were as short as he needed in order to remind him of what he really needed to know. For instance, he said a kid with an ear infection got a note that went something like, “ROM – Amoxil” and that was it. Maybe that’s a bit short, but the idea was that he knew his patients and he knew what he needed to see next time he opened each patient’s chart.

These note-taking diminutions don’t apply to you specialists, of course. You guys and gals have truly perfected the art of the clinical narrative telling great, detailed stories, perhaps even better and fuller than those of your residency days. I love getting most specialists’ reports because they do the best job at telling the real “story” behind a medical encounter. They often include the clinician’s thoughts, diagnostic possibilities, and other vagaries. (I admit to feeling a little less than complete when I compare many specialists’ reports to my own typical patient note, whether digital or pre-digital.)

Comparing those dictated medical tales told by specialists to the reports I now receive from many EMR systems, including the biggest and “best” among them, is like comparing a Hemingway novel to a Bazooka Joe comic. Many, if not most, of the current system-generated notes I now see are atrociously limited in detail and almost completely bereft of nuance. They’re often little more than my friend’s old “ROM – Amoxil”. Sometimes they aren’t even that informative.

I don’t know about you, but my EMR notes are somewhere between Ernest and B. Joe. They do have more detail than I used to put into handwritten notes, but they aren’t really great stories. Overall, though, I think they’re better than their primary care pen-and-paper precursors.

Personally, I think we’re in a transition zone and I’m not too worried about the clinical narrative long term. As they advance, tools such as natural language processing, Quippe, and IBM’s Watson will likely reinstate some balance between pure data capture and the art of telling a medical story. I believe we’re trying to figure out the best balance that will enable data aggregation and manipulation while still providing the nuances yet inherent in the “art” part of medicine.

The clinical narrative — the story — with all its important nuances won’t go away. It needs to be told. But, it also needs to be balanced by the needs to find pertinent details quickly in the midst of busy days and heavy patient loads. Plus, information aggregation reveals insights we could never glean without digital data capture. We just need to find that balance point.

Maybe one day Watson and his ilk will enable a Hemingway-esque option while allowing us to breeze through to the gist of the tale with a little Bazooka Joe bubblegum wrapper version if we so desire, giving us what we all really seek: the best information when and how it’s needed.

From the trenches…

“Storytelling reveals meaning without committing the error of defining it.” – Hannah Erendt

Dr. Gregg Alexander, a grunt in the trenches pediatrician at Madison Pediatrics, is Chief Medical Officer for Health Nuts Media, directs the Pediatric Office of the Future exhibit for the American Academy of Pediatrics, and sits on the board of directors of the Ohio Health Information Partnership (OHIP).

Practice Wise 3/30/12

EMR is the Great Magnifier

Paper processes do an amazing job of hiding practice dysfunction. Many doctors start their independent practices because they want to practice medicine their way. They hire staff to perform the front desk, bookkeeping, and nursing tasks. They provide good patient care. The insurance claims go out, payments come in, bills get paid, and they take home a decent salary, so things seem to work fine for them.

But it is common that there is nobody in the practice who has a strong grasp on process development. Each staff member or team builds their own processes and guards their own turf. The practice runs on the tribal knowledge of staff.

When we assist clinics through their EMR implementation, we first do a process map with to approximate how their paper workflows will translate to the EMR. The staff tells us what their processes are when we are on site to observe their paper workflows. What we ultimately discover is that their actual processes are often so different that we question whether these workflow mapping activities are even fruitful.

When we are mapping workflows and doing on-site training, we tune into the staff dynamics. There is a common disconnect in many practices between the reception staff and the billing office. The receptionists think the billers are nags who don’t trust them to do their jobs and who hoard information from them. The billers think that the receptionists are not capable of getting the appropriate insurance information from the patients to generate clean claims, so they don’t let them complete patient registrations. They often hinder the claims process by hoarding rather than sharing information that could empower the receptionists to be the front line of the billing office.

Then there is the power tussle between the nurses and the schedulers. Schedulers don’t want the nurses messing up their schedules so they ask us not to give them certain appointment booking privileges. Nurses want to control the same-day appointments and don’t want the front desk to have that power over their schedules.

We see these dynamics over and over again and try to address them all the way through the implementation process. Although these dynamics existed when practices went live on various practice management software products in the past, the providers were usually unaware of the power struggles amongst their staff because the PM software rarely engaged them. Now that the providers are engaged in the EMR implementation, these same dysfunctional behaviors are affecting them.

Doctors have their own dysfunctional behaviors that become glaringly obvious when they go live on EMR. When using paper charts, it’s likely that nobody is verifying how they chart, when they chart, or even if they are fully charting a visit. They can complete a fee ticket/superbill and turn it in to billing — a claim gets processed and the paper chart gets filed.

A good EMR will require them to chart appropriate elements according to coding guidelines. I’m amazed when the doctors get mad at us or the EMR product for “making” them chart appropriately. They get mad about how many clicks it takes them to complete a note. Although they are charting more complete notes that protect them and their patients, they want to do it all in three clicks or less, yet make it comprehensive enough to generate a robust letter to the referring physicians and reap the maximum reimbursement.

They often remove items from their paper charts or don’t include information such as lab results if they don’t want to. I’m no longer shocked when practices ask me delete an item entered in error in their EMR. They do not want to see the item struck out, because back in the paper chart days, they just pulled it out and either discarded it or filed it elsewhere.

Striking out that information and noting the correction is the proper thing to do. Simply removing data from a chart has legal ramifications. It’s not the fault of the EMR software that these errors are now being pointed out to both clinic staff and their patients who request an e-copy of their chart or can see their chart on the clinic portal.

Many practices don’t address the underlying issues with their processes or their staff dynamics prior to implementation. It compromises the effectiveness and success of new EMR software processes. We are seeing widespread practice disintegration, and it is being blamed on the EMR software and the EMR vendors. However, the EMR is simply magnifying the existing dysfunction.

Before you throw out your EMR as the cause of all your new problems, consider that the problems already existed but were not visible in your hidden paper processes. Switching to another EMR is not going to solve your problems.

I recommend that all practices that are getting ready to implement EMR:

1. Spend the time and money to have an outside party assess practice leadership, processes, and staff dynamics. Small practices will forego this suggestion because of cost, but productivity losses, staff turnover, and patient dissatisfaction will be more expensive in the long run. The return on investment will be created through greater efficiencies, cohesive staff, and better patient care.
2. Document processes and enforce them from the top down. Everyone has to have skin in the game or it won’t work.
3. Engage in team-building exercises to develop cohesion between all departments, including the physicians. These activities can be facilitated by an outside consultant, or they can be simple activities like bowling together. Bridge the existing rifts.
4. Hold bottom-up staff meetings, allowing the staff to point out their issues and develop their own solutions. Empower them to build team alliances.
5. Pay for extended onsite implementation support. I’m always shocked when an EMR vendor tries to make a deal by cutting implementation days to lower price. Three days to implement a new EMR with all-new processes, even for a one-doctor clinic, is a risky proposition.
6. Define your leaders, empower them to make changes, and develop processes necessary for success. Allow them to lead you. The physicians should be falling in line along with their staff.

The key to a successful implementation and ongoing success of the practice is strong leadership. The person who was promoted from the front desk or billing office to the position of practice manager / administrator, likely does not have the leadership skills necessary to engineer this level of change management.

Invest in your leadership, send your managers for leadership training (or hire an experienced EMR project manager), and empower them to manage change in your practice. If the doctors aren’t willing to make changes, the staff won’t either be either, and your practice will suffer.

Julie McGovern is CEO of Practice Wise, LLC.

News 3/29/12

NextGen enters into a reseller agreement with Nuance, giving NextGen the opportunity to sell Dragon Medical speech recognition software directly to its Ambulatory EHR clients.

Speaking of NextGen, I see they are hosting their fifth annual NextGen Cares Golf Tournament April 23rd in Horsham, PA benefiting the Jayne Foundation.

Online physician networking site Sermo names former Revolution Health president Tim Davenport CEO. Davenport replaces Sermo founder Daniel Palestrant, who left the company in January to run Par80, a start-up focused on improving the patient referral process.

The Centricity Healthcare User Group hosts its annual meeting April 20-21st in Las Vegas. CHUG is not an official organization of GE Healthcare and the group limits its membership “to well-behaved licensed Centricity EMR users, GE Healthcare employees, and a few very polite consultants and vendors of products supporting Logician.”  I wonder if CHUG expects everyone to remain “well-behaved” and “very polite” while visiting Sin City.

Greenway Medical makes its PrimeMobile clinical and financial application available for Android smartphones and table devices.

Cool-sounding technology: Giffen Solutions launches MexCom, a smartphone app that will record, transcribe, and archive conversations. The app also allows physicians to access a patient’s health profile when a patient calls and to e-prescribe.  I didn’t see anything on their Website to suggest it interfaces with a practice’s EMR but otherwise the functionality looks handy.

The American College of Osteopathic Family Physicians names MDdatacor its vendor of choice  to offer the College’s Medical Home Quality Markers program. The program will use MDdatacor’s technology platform for patient data management and reporting  for members seeking PCMH recognition from NCQA.

A physician with Northwestern Memorial Physicians (IL) resigns earlier this month, blaming the practice for “technology troubles, billing errors, and lack of adequate office staffing.” Northwestern, which utilizes Cerner, rejected the resignation, claiming that Dr. David Vigder breached his employment contract and improperly engaged in talks with the practice’s chief competitor, NorthShore University HealthSystems’s Medical Group. Vigder responded through his attorney, providing details of the “severe computer problems” that made communication with specialists difficult. Northwestern has subsequently responded to Vigder with a lawsuit.  Stay tuned.

In an interview on Fox Business, athenahealth CEO Jonathan Bush discusses the need to get doctors to believe in the Cloud; he also shares impressions on the healthcare reform debate.

TransforMED, the AAFP subsidiary dedicated to helping organizations adopt the PCMH model of care, expands its leadership team and staff. In addition to the hiring of several project managements and practice enhancement facilitators, TransfoMED names Barbara Doty, MD and Laura Knobel, MD to its board of managers and  promotes Diane Cardwell to VP of healthcare solutions and Dan McKean to VP of business development.

Two practices within the University at Buffalo School of Medicine select PatientKeeper Charge Capture, which will be integrated with UBMD’s GE Centricity Group Management PM product.

CalOptima REC reaches it 1,000 member enrollment goal for primary care providers.

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