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Not so fast vendors, fixing VISTA is not off the table – HealthcareIT News

Posted by timmreardon on 05/07/2017
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Vista1aWhile the healthcare industry debates the future of the outdated EHR, VA’s acting undersecretary said the agency is still looking into all options.

While the industry is waiting for the Department of Veterans of Affairs to pick Cerner an off-the-shelf EHR to replace its legacy VistA electronic health record, a VA official on Friday said fixing the maligned platform isn’t being ruled out yet.
 
The EHR selection is one of the biggest projects the agency is working on right now, and VA realizes it needs to modernize, said VA’s Acting Undersecretary for Health Poonam Alaigh, MD, at the Health Datapalooza event. “We’re looking into modernizing VistA or using a commercial-off-the-shelf EMR.”

[Also: Of course VA should replace VistA with Cerner, readers say]

“It’s crucial to modernize the system,” she said. “VA is engrained into the healthcare society. When the VA makes progress, the rest of our healthcare system makes progress.”

Technology and modernization is at the heart of the VA’s goals, evidenced by the recent launch of the Access to Care site that provides veterans transparency on wait times and clinical care quality.

VistA has been a hot topic of debate, since VA Secretary David Shulkin announced the agency would make a decision on its future by July. From keeping VistA and shifting to open source, to canning VistA and moving to Cerner, there are many viable options for the outdated system.

[Also: Black Book: Cerner is best EHR to replace VA’s VistA]

In the healthcare industry, however, many expect Cerner will get the contract, especially in the wake of its deal to modernize the Department of Defense’s system.

Black Book, which rates tech platforms, recently said Cerner would be the right choice for the agency, as well.

However, there have been outliers. Open source advocates, for example, think the VA should just improve VistA using open source code. At the same time, a Chilmark Research executive said picking any vendor other than Cerner would be a better choice if the agency wants to advance interoperability.

The VA is expected to make its decision on whether to seek an off-the-shelf product in July.

Article link: http://www.healthcareitnews.com/news/not-so-fast-vendors-fixing-vista-not-table

Twitter: @JessieFDavis
Email the writer: jessica.davis@himssmedia.com

Doctors demand extreme EHR makeover … right now – HealthcareIT News

Posted by timmreardon on 04/22/2017
Posted in: Uncategorized. Leave a comment

Electronic health record vendors are making the software more user-friendly, but not nearly fast enough.

EHR HIT

Just about every week or so there’s a new report chronicling doctors’ frustrations with electronic health records. Drill down a bit and the source of discontent becomes clear: poor usability, clunky interfaces, ineffective search and too many clicks.

So what would actually make doctors like their EHR?

“They need a tremendous makeover with lots of clinical input to make it easy to do not only the right thing, but the things you do all the time,” said Robert Wachter, MD, a professor of medicine at the University of California, San Francisco.

Incremental improvements needed now

Wachter said that a makeover would include injecting next-generation EHRs with the ability to bolt on new applications that solve specific problems, including an advanced search function, easier copy-and-paste functionality as well as customizable views.

[Also: Are EHRs getting better? Readers rank vendors higher than last year in new survey]

But Charles Webster, MD, said what doctors want most is an EHR that fits with their workflow, not disrupts it.

Webster is president of EHR Workflow and his response is on point with widespread aggravations many physicians are expressing. What they really want, it seems, is efficient workflow – that enables them to spend less time wrangling with the software and more time focusing on patients.

“The workflow of even workflow-oblivious systems can be tweaked and made marginally better,” Webster said. “However, at some point, the effort and cost of straining toward more automatic, transparent and flexible workflow within systems not specifically designed to make that possible, will be greater than the resulting improvements.”

Michael Hodgkins, MD, who is CMIO at the American Medical Association, said EHRs must stop adding to the stress of burnt-out physicians and make the so-called desk work spent documenting in the EHRs after the workday considerably less burdensome.

Physicians want to provide high-quality care but tending to the EHR takes up a disproportionate amount of their time, Hodgkins said.

Long-term, it’s about interoperability

While nothing short of a time machine would make today’s EHRs better, Webster said, vendors are improving the software today, albeit slowly.

Wachter said the Epic EHR he uses at UCSF now has moderately good interoperability with other Epic systems in that notes can be automatically imported and the software offers what he called modest decision support for conditions such as sepsis.

[Also: Allscripts, Cerner, Epic signal more open EHRs ahead]

Indeed, EHR makers Allscripts, Cerner and Epic have been building third-party developer programs that use APIs that enable software to run on their platforms and use their data.

Wachter said that EHRs should one day take on doctors’ busy work so they can concentrate on medicine and patients.

“It would learn from the user experience and customize views and actions to anticipate your moves.”

Twitter: @Bernie_HITN

http://www.healthcareitnews.com/news/doctors-demand-extreme-ehr-makeover-right-now

Article link: http://www.healthcareitnews.com/news/doctors-demand-extreme-ehr-makeover-right-now

Strategy, not Technology, Drives Digital Transformation Becoming a Digitally Mature Enterprise – MIT Sloan Management Review

Posted by timmreardon on 04/22/2017
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MIT2

Hearing to Review the Defense Health Program & Military Medicine Funding – U.S. Senate – 29 March 2017

Posted by timmreardon on 04/22/2017
Posted in: Uncategorized. Leave a comment

Senate MHS Hearing1Hearing to Review the Defense Health Program & Military Medicine Funding

Four Reasons Healthcare Organizations Need To Simplify The Documentation Of The Clinician Diagnosis Process – HealthIT Outcomes

Posted by timmreardon on 04/08/2017
Posted in: Uncategorized. 1 Comment

By Dr. Brian Levy, MD, Vice President and Chief Medical Officer with Health Language, part of Wolters Kluwer Health

Finding and selecting the right diagnosis code is critical to both patient care and revenueHealthIT cycle management. The downstream negative impact of using an unspecified code can touch everything from decision support to reimbursement, compliance, and reporting. In addition, unspecified codes are not as useful for other clinicians needing to review the records and for patients themselves as they review their own records.

Consider the following four reasons why healthcare organizations need to streamline the clinician diagnosis process to improve workflows, accuracy, and the bottom line:

  1. The number of clinical codes is increasing

The increase in the number and specificity of ICD-10 codes delivers many opportunities for patient care, along with many challenges to workflow. For example, ICD-10-PCS includes more than 75,000 codes after the October 2016 update and

ICD-10 CM includes about 68,000 codes. With the growing number of various diagnoses, clinicians need a quick and easy way to search through thousands of codes to find the appropriate, billable one. Also, with the frequent amount of updates to diagnosis codes throughout the year, healthcare organizations need to have a system in place to manage all these updates to have the most accurate, up-to-date code sets.

  1. Unspecified codes can lead to inaccurate reimbursement

When physicians are unable to locate the appropriate code, many default to an unspecified code. The average rate of unspecified code use is 31.5 percent. The CMS grace period for this practice ended in October 2016, and providers still engaging in deficient unspecified coding practices face revenue cycle exposure. Over the long term, further revenue risk may be realized through lower value-based payments.

Choosing the most specific code ensures that optimal reimbursement is realized. For example, consider the DRG shift for major depressive disorder. If documentation supports the choice only of an unspecified code (F32.9, major depressive disorder, single episode, unspecified), the reimbursement for that particular code is $3,921, as opposed to $5,723 for the more specific code F32.3, major depressive disorder, single episode, severe with psychotic features. Even specifying that the depression is mild versus unspecified increases the DRG reimbursement. One US hospital recovered $3M in additional reimbursement by helping providers submit more specific and appropriate codes in place of F32.9.

3.  Getting it right the first time streamlines clinical documentation improvement (CDI) workflows and revenue cycle management

Industry data[1] suggests most CDI staff review between 6 and 20 records daily, and between 11 percent and 30 percent of the charts they review result in physician queries. The time spent resolving these queries is substantial and often delays revenue cycle by as much as two weeks—and sometimes even resulting in penalties and potential expulsion of the physician.

Also, potential revenue/productivity loss from use of unspecified codes can be substantial. The table below shows a 10-provider practice with an average volume of 300 patients per day and three diagnosis codes per patient encounter:[2]

Unspecified Rate Potential Denied Claims (denials per day) Physician Productivity Risk (minutes per provider per day) Cash Flow Risk (dollars per day)
5% 45 13.5 minutes $1,125
10% 90 27 minutes $2,250
20% 180 54 minutes $4,500
30% 270 81 minutes $6,750

4. Physician satisfaction will improve

When it comes to EMRs, the number one complaint from physicians is that workflow is negatively impacted. Many feel blindsided when promises of streamlined processes do not materialize, and use of technology actually creates more work, such as tedious code lookup or long-winded clinical queries.

The good news is that solutions exist to streamline and improve this process for clinicians to document more specific codes—to reflect what conditions the patients actually have. For instance, Health Language’s Provider Friendly Terminology provides automated mapping of unspecified codes to their related specified code choices. The PFT solution lets physicians look up the specified codes using their own language used in everyday care delivery, and then answer a few clinical questions to choose a more specific code. With the use of this tool, which can be embedded in most EMRs, clinicians can locate the diagnosis they need within their EMR more quickly.

Clinicians are also able to use their own language with the use of Health Language’s over 1 million synonyms, acronyms, abbreviations, and even some common misspellings. For example, clinicians can search for the concept “atrial fibrillation” using familiar clinical terms such as “afib,” or “atrial fib,” and our Provider Friendly Terminology solution will provide the corresponding ICD-10-CM, ICD-9, or SNOMED CT codes. Improved code look-up processes have the potential to improve physician satisfaction by reducing the time and tedious code lookup needed to complete an encounter.

[1] http://www.hcpro.com/content/294678.pdf

[2] https://www.whiteplume.com/icd10/risk-of-unspecified-icd-10-codes

Article link: https://www.healthitoutcomes.com/doc/four-reasons-healthcare-organizations-need-to-simplify-the-documentation-of-the-clinician-diagnosis-process-0001?vm_tId=1990771&user=0009EE33-ABCE-4D02-9B3C-4F32FFAA82BE&utm_source=et_6231164&utm_medium=email&utm_campaign=HCIT_04-04-2017&utm_term=0009EE33-ABCE-4D02-9B3C-4F32FFAA82BE&utm_content=4+Reasons+You+Need+To+Simplify+Documentation+Of+The+Clinician+Diagnosis+Process

 

Transforming Healthcare to a Value-Based Payment System – Washington Post / Phillips

Posted by timmreardon on 03/26/2017
Posted in: Uncategorized. Leave a comment

Valuebased

Read full article: http://www.washingtonpost.com/sf/brand-connect/philips/transforming-healthcare/?origin=13_us_en_wpvbc_philipsnatwitter____nabcd_paid

VA admits past IT failures, turns to commercial solutions – FierceHealthcare

Posted by timmreardon on 03/26/2017
Posted in: Uncategorized. Leave a comment

VA1
Officials with the Department of Veterans Affairs repeatedly told lawmakers that the agency is moving on from its failed approach of building in-house IT systems, and is instead seeking commercial, off-the-shelf options to improve scheduling, EHR interoperability, and billing and claims processing.

In a hearing before the House Committee on Veterans’ Affairs on Tuesday, Rob Thomas, acting assistant secretary for information technology and CIO for the Office of Information and Technology at the VA, acknowledged previous failures in the agency’s attempt to modernize IT systems, but noted that it is no longer trying to build systems from the ground up.

“I’m confident we’re going to go commercial,” Thomas said, noting that the VA is considering commercial products and moving data to the cloud instead of spending money building customized in-house systems. However, he declined to offer a completion date.

RELATED: VA’s slow but steady push to modernize its technology

Lawmakers continued to criticize VA officials for using decades-old legacy systems, drawing comparisons to the overwhelming costs required to maintain an old car. As the Government Accountability Office (GAO) has previously pointed out, a large portion of the VA’s $4 billion IT budget goes to managing outdated systems that are more than 50 years old.

Since 2015, the GAO has included the VA’s IT systems and the lack of interoperability between the Department of Defense and the VA on its list of “high risk” areas, and an official at the hearing said it would be included on the agency’s 2017 list. The GAO has been critical of the VA’s efforts to modernize its systems, highlighting an estimated $127 million in wasted funding used to rebuild the VA’s outpatient scheduling system.

In a report released during the hearing, the GAO again criticized the VA for ongoing failures tied to its IT modernization efforts and recommended the agency develop concrete goals and metrics moving forward.

“The problem with federal government is that they are so reluctant to buy commercial products and change antiquated business practices,” David Powner, director of IT management issues at the GAO, said during the hearing. He added that the VA could save “hundreds of millions of dollars” by improving data consolidation efforts.

“Buying instead of building is the way to go,” he added.

Thomas agreed that the VA needs to aggressively shrink its footprint and spend less to maintain old legacy systems. He added that he is hoping for a speedy confirmation for David Shulkin, President Donald Trump’s selection to lead the VA, so they could roll out a timeline for purchasing commercial systems.

RELATED: Donald Trump picks David Shulkin to lead VA

Despite its history of modernization failures, Jennifer Lee, M.D., deputy under secretary for health for Policy and Services at the VA, did emphasize the success of the agency’s enterprise Health Management Platform (eHMP), which allows physicians to access patient information from other participating hospitals outside of the VA system.

Following failed attempts by the VA to modernize its VistA EHR system, the previous VA CIO, LaVerne Council, initiated a request for information to replace the system with a commercial product. Council previously testified that she cringes when she thinks about how old some of the VA systems are.

Thomas noted that he was he was chosen to replace Council to continue that transition toward an off-the-shelf product, noting that prior administrations did not have a coherent strategy for IT modernization or cybersecurity. But, given the VA’s history in missing deadlines, Powner urged Congress to hold quarterly meetings and manage the process “with a heavy hand to make sure deadlines are met.”

Article link: http://www.fiercehealthcare.com/it/acknowledging-past-it-failures-va-says-it-s-purchasing-commercial-products?utm_medium=nl&utm_source=internal&mrkid=946651&mkt_tok=eyJpIjoiTkdZNFpHVmxNakU0WkRBMyIsInQiOiJGdE1vWXdDY0lscHBjWmcrZ0c0d3QzelBuemJiekJTQ2N2QldTeVFuWFozdEt1N2t1MHhtNWFhcVMzXC8wcnZXZUVxZXdsTjhmalBcL0o2YVNkcnNTa0xoeFpDaFRBTG5IXC9Makp1Q084ZmhMYURuUFRhbURPWHhpNFwvTG5zaHpiNTQifQ%3D%3D

The Smart Way to Deal With Messy Data – MIT Sloan Management Review

Posted by timmreardon on 03/26/2017
Posted in: Uncategorized. Leave a comment

MIT1

The processing required to prepare unstructured data for analysis can be cumbersome and prone to error. That’s why companies should do more to organize their data before it is ever collected.

Unstructured data — data that is not organized in a predefined way, such as text — is now widely available. But structure must be added to the data to make it useable for analysis, which means significant processing. That processing can be a problem.

In a form of modern alchemy, modern analytics processes now transmute “base” unstructured data into “noble” business value. Systems everywhere greedily salt away every imaginable kind of data. Technologies such as Hadoop and NoSQL store this hoard easily in its native unstructured form. Natural language processing, feature extraction (distilling nonredundant measures from larger data), and speech recognition now routinely alchemize vast quantities of unstructured text, images, audio, and video, preparing it for analysis. These processes are nothing short of amazing, working against entropy to create order from disorder.

Unfortunately, while these processing steps are impressive, they are far from free or free from error. I can’t help but think that a better alternative in many cases would be to avoid the need for processing altogether.

We all know how each step in a process mangles information. In the telephone game, as each person whispers to the next player what they think was said to them, words can morph into an unexpected or misleading final message. In a supply chain, layers exacerbate distortion as small mistakes and uncertainty quickly compound.

By analogy, organizations are playing a giant game of telephone with data, and unstructured data makes the game far more difficult. In a context where data janitorial activities consume 50% to 80% of scarce data scientist resources, each round of data telephone costs organizations in accuracy, effort, and time — and few organizations have a surplus of any of these three.

Within organizations, each processing step can be expensive to develop and maintain. But the growth in importance of data sharing between organizations magnifies these concerns. Our recently published report, “Analytics Drives Success with IoT,” associates business value with sharing data between organizations in the context of the internet of things. And, to foreshadow our report to be released in January, we observe similar results in the broader analytics context. But with every transfer of data, more processes need to be developed and maintained.

If this processing were unavoidable, then it would just be a cost of data sharing within or between organizations. A disconcerting point, however, is that there is (or could be) structure in the ancestry of much of the data that is currently unstructured. For example, for every organization that generates a web page based on data in a database, there are likely multiple organizations scraping that data (either sanctioned or unsanctioned) and then processing it to try to regain that structure. In the best case, that’s a lot of thrashing just to end up with data in its original form. In the worst case, it’s a lot of effort to put toward obtaining data with many errors.

Article link: http://sloanreview.mit.edu/article/the-smart-way-to-deal-with-messy-data/?utm_source=twitter&utm_medium=social&utm_campaign=sm-direct

 

 

Pentagon Acquisition Reorganization Could Help Fight Adversaries – Nextgov

Posted by timmreardon on 03/26/2017
Posted in: Uncategorized. Leave a comment

pentagon1

By Mohana Ravindranath

January 6, 2017

The 2017 National Defense Authorization Act provides for the reorganization of the Pentagon’s buying office, and it could be a key part of outpacing adversaries’ tech development.

By February 2018, the undersecretary of defense for acquisition, technology and logistics, known as AT&L, will be split into two separate roles: one undersecretary of defense for research and engineering, and another for acquisition and sustainment.

“We’re not doing this for a business management reason,” Bill Greenwalt, a professional staff member to the Senate Armed Services Committee, said during a meeting hosted by the Professional Services Council on Friday. “There is a fear … that some of our potential adversaries are really boosting up their research and development functions [and] copying what we have.”

“We need to figure out a way to bring those technologies and those operational concepts into the Department of Defense,” he added.

AT&L needed to be split into smaller roles because it has “grown too big, tries to do too much and is too focused on compliance at the expense of innovation,” Senate Armed Services Committee Chairman Sen. John McCain, R-Ariz., said in a statement in November.


By Mohana Ravindranath

January 6, 2017

http://www.nextgov.com/defense/2017/01/pentagon-acquisition-reorganization-could-help-fight-adversaries/134415/

Acquisition in Transition – RAND Corporation

Posted by timmreardon on 03/26/2017
Posted in: Uncategorized. Leave a comment

Randby Irv Blickstein

President Donald Trump and his new Pentagon leadership team come to power at a time of major change in the multibillion-dollar world of military acquisition. A measured approach from the administration, as well as from Congress, could be key to how well the Pentagon navigates this complex, ongoing system-wide reform.

For the Department of Defense (DoD) the bulk of acquisition regulations derive from procurement and acquisition laws enacted by Congress. From the Packard Commission in the mid-1980s to the Goldwater-Nichols Act in the late 1980s, the acquisition reform initiatives in the 1990s to the Weapons Systems Reform Act of 2009, new institutions, bureaucracies, and regulations were instituted.

In 2016, after the military service chiefs testified that they were not a part of the acquisition system, the Congress passed the National Defense Authorization Act (NDAA) that gave those positions limited but powerful voices in the process. While this was a significant change to the mandates of the Goldwater-Nichols Act, its implementation will take time and change cultures in the Pentagon. This has slowly begun to evolve and should continue during the Trump administration.

The Congress has now passed the 2017 NDAA, which includes roughly 250 pages in Title VIII, Acquisition Policies, Management and Related Matters. The effect on the institutions charged with implementing these mandates is yet unknown but is expected to be significant in terms of both implementation as well as manpower.

In addition, the 2017 NDAA realigned the Office of Under Secretary of Defense for Acquisition, Technology and Logistics, creating an undersecretary for research and engineering and one for acquisition and sustainment. At the same time, it created the position of chief management officer to oversee DoD business systems that, of course, affect the entire acquisition chain.

While many have complained that the current single position of undersecretary for acquisition, technology and logistics is too broad, it provided a management continuity and singular direction from the inception of an idea in basic research, flowing into program development and production and finally into support of the weapon system. Now, these elements will be split between at least two different undersecretaries, with different authorities, priorities, staffs and concepts. This could lead to potential bureaucratic conflicts between these two offices and their military department counterparts. The position of chief management officer could complicate things further.

All this occurs as a new administration moves into the Pentagon facing mandated reductions in personnel, military flag and general officers, members of the Senior Executive Service and finally a 20–25 percent cut in overall manpower. The nomination of a new deputy secretary, possibly someone from the business community, could be a significant moment for the process moving forward.

Fortunately, the roughly 50-page section 900 of the 2017 NDAA, related to the Office of the Secretary of Defense, gives the new secretary some breathing room by delaying the creation of the two undersecretary positions until February of 2018.

The acquisition system in the DoD is complex and ever-changing. It requires a trained and active workforce, one that has the support of the Congress. Allowing some of the reforms to take place in a measured fashion would probably be a wise choice for the administration and the Congress.


Irv Blickstein is a senior engineer at the nonprofit, nonpartisan RAND Corporation. He has held leadership positions in both the Department of the Navy and the Department of Defense.

This commentary originally appeared on RealClearDefense on February 21, 2017.

Article link: https://www.rand.org/blog/2017/02/acquisition-in-transition.html?adbid=838225058237566978&adbpl=tw&adbpr=22545453&adbsc=social_20170305_1360451

 

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