Monday, April 15, 2013

Population Health or Bust!

My April editorial post for Clinical Innovation + Technology is called "Population Health or Bust!".   The premise is that we know reimbursement models are changing from "Volume-based to "Value-based care", which may range from gain-sharing to bundled payments to full capitation... And thus we need certain types of tools to better manage our populations of patients.  So I defined what these population management tools should do and what to consider when purchasing them:

First, population health management means that you (1) define a specific population and (2) manage that population in the most efficient, cost-effective and highest quality manner possible.  In other words, instead of treating everyone the same, you provide the right care to the right people in the right time and in the right format. This helps to ensure that we focus our limited resources on the people who need them most, while using innovative strategies and technologies to leverage care for others.
Second, be on the lookout for some key functionalities when choosing your population management tools. These include risk stratification, impactability analysis, care gap identification, outreach capabilities, care coordination dashboard, patient engagement systems and analytics reporting.
Third, population health tools are everywhere right now, including offerings from your EHR vendor, your insurance companies and various third parties. Factors to help guide your decision will include not just the strength of their offering, but their ability to integrate into your workflow, their ability to work with multiple data sources, and their future visions. Additionally, we are starting to see interesting gain-sharing business models that may make initial investments free or cheap.
I ended my post explaining why I believe that when dividing populations into "Low, Medium, and High" risk - that the really cool innovations (e.g. mobile monitoring, telehealth, automated care) will be in the Low and Medium categories, rather than the High risk ones.  And furthermore, that this will hopefully open up more free time for physicians to spend with the "High risk" patients who needs more of the face to face care we consider traditional right now.  Said another way... let's automate the easier stuff so we can allow for more time, critical thinking and compassion for the tougher stuff! 
Companies in the Population Health Space (at least a partial list)
·         Advisory Board Company: wwwAdvisory.com
·         CareMerge- focus on elderly http://www.caremerge.com/site/
·         Care Team Connect: http://www.careteamconnect.com
·         Clairvia http://www.clairvia.com
·         Click4Care: http://www.click4care.com/
·         Clinigence: http://www.clinigence.com/
·         Curaspan (SAAS – Handoffs): http://connect.curaspan.com
·         Essence HC: http://www.eghc.com/
·         EvolentHealth: http://www.evolenthealth.com (UPMC + ABC)
·         GSI Health (Lori Evans): CC Platform http://www.gsihealth.com/
·         Healarium: Mobile Pt Activation Apps: http://www.healarium.com/
·         Humedica, www.Humedica.com – bought by Optum 1/13
·         Intelligent Healthcare http://www.intelhc.com
·         Lumeris (ACO for hospitals): http://www.lumeris.com/
·         Medventive: www.medventive.com – bought by HBOC 2012
·         Outcome Advantage: http://www.outcomeadvantage.com
·         Patient Point: http://patientpoint.com/
·         Pharos (Dz mgt, Randy Williams): www.Pharosinnovations.com
·         Phytel www.phytel.com
·         RipRoad: http://riproad.com/
·         See Change: Insurance and Systems for Employers: http://www.seechangehealth.com
·         Symphony – ACO Software, http://www.symphonycaresolutions.com/
·         TCS http://www.tcshealthcare.com/products/
·         US Health Centric (Dx/Wellness mgt) http://www.ushealthcenterinc.com
·         Valence Health: www.valencehealth.com
·         Vital Health: http://www.vitalhealthsoftware.com/
·         Wellbe.me – Checklist based Workflows for Discharges
·         Wellcentive: http://www.wellcentive.com/
·         xG Health Solutions: http://xghealth.com/  (Geisinger Spin-off)

I will edit this list over time - but it gives one a sense of how many companies are already in the space in one form or another (and this does not even include all the EMR vendors and their offerings).

Wednesday, April 03, 2013

HIMSS 2013 Review

Some thoughts on the HIMSS 2013 Conference in New Orleans (March 3-7)

Pre-Conference Advice
I wrote a short column on "Innovators at HIMSS" - my advice on how to Find, Share or Sell Innovation - by breaking down the conference into three chunks: Educational Sessions, the Exhibit Hall and Networking.

Overall impression of the conference
I still love New Orleans as a city and as a convention spot (not an opinion shared by everyone)!  Of course I did have a hotel within walking distance.  I also liked that the "exhibit floor" was constrained and thus the vendors had smaller booths… but it seemed they all had plenty of room.  With that said, I felt more rushed than ever trying to see everything on the vendor floor, and for the first year ever, I didn't even have time to attend many of the educational sessions.   Is HIMSS becoming more vendor fair than educational?  Not necessarily, when you have 35,000 people- there are different needs and I still think the educational sessions are important for different people in different roles in different stages.   But this year, my role was more about exploring - especially in the population health arena, of which EVERYONE seemed to have an answer.

Personal Highlight
Getting to meet and talk with Dr. Larry Weed, who gave a brilliant closing keynote at the Physician Symposium on Sunday.. he is a hero and legend to many of us in the healthcare informatics field. He developed the concept of organizing the medical record in the SOAP format, created one of the first computerized medical record systems, and has been a long-time voice in helping doctors learn how to "think better" in taking care of our patients.  I plan to write an expanded blog on his talk in the near future, but here is what I've said in the past.

Hot Topics
I think there were two clear camps: (1) Meaningful Use: finishing up stage 1, getting ready for stage 2; and (2) Population Health tools: understanding who were the players, what do they do, what are the business models, etc..

Population Health Companies
Here are some I saw and/or I think have good relevance in this space (and it is far from complete):

Some Assorted Cool Things I Saw
HealthCatalyst: An analytics company with a really good story of what they do…They start with an analysis of high cost and high volume activities which also have a high variance in your health system.  After mutually agreeing on where to focus and how much money might be saved by reducing variance closer to the mean scores, they help you determine why the variance is high (via more indepth analytics) so you can correct it.    Concept is simple, but the execution is the critical part and they seem to have captured some secret sauce that makes them very good at this.  And they've got some great people, including all start CIO Dale Sanders.

Healthspot.net:  an interesting "telemedicine in a box" concept.. .where they will build a self-contained telemedicine "box" wherever you want it (e.g. a pharmacy, a company's warehouse, an underserved youth center…).  A patient goes in the box, fills out some computerized forms, and they then have a live video feed with a doctor.  But the key is that they also have access to a variety of "tools" which they can use on themselves to show the doctor everything they need to see - including a stethoscope, and devices to look at eyes, ears and skin at visual magnifications greater than one could even get in the office!  A medical assistant staff person can help if there is confusion.  The MA also does basic clean up, and there is some automated UV-light cleansing as well.  Is this better than Skype and buying the tools separately... not sure, but it's something to consider. 
  
ReadyDock: a simple little "iPad Dishwasher" which stores, charges and sterilizes handheld computers, such as the iPad.  I think we will be seeing more iPad use in hospitals, by both providers and patients… so this could be a really good idea.  I do wonder if just having a plastic "cleanable" cover over these iPads might be a simpler, cheaper idea... this is something that has to be tested out.

Sunday, March 10, 2013

The HIT Productivity Paradox - It's Gonna Be OK!


The NY Times published another article recently with a negative vibe about EMRs... implying that spending money on EMRs is a waste since the benefits are not obvious, and questioning the ethics of EMR vendors for asking the government to help subsidize these systems.

Really?  It seems like that is incredibly backward thinking which was also likely used against the stethoscope, anti-sepsis, penicillin, cars, planes, TVs, computers and the Internet when they first started out. I get it, change is hard and technical progress is slow - but let's not throw the baby our with the bathwater, let's give it a chance to grow up!  And, of course, what is even more interesting is that like so many media cycles, the media happily built up how great healthcare IT would be, and then gladly tear it down when it does not happen right away.

Glen Tullman (HIT entrepreneur and former Allscripts CEO) had some great thoughts on this issue in a recent Forbes Editorial he wrote Why Haven't Electronic Health Records Made Us Healthier?  He essentially said that we are a lot further along than when we started, but certainly still have far to go. I especially liked that he reminded us of Amara’s Law: “We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run.”

SIDE NOTE: I did a little research to find out that Roy Amara was a Stanford Systems Engineering PhD who was President of the Institute for the Future.  I also found that his law was one of Four Geeky Laws that Rule Our World... the four together are:
  • Amara's Law: "We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run"
  • Brooks' Law: "Adding manpower to a late software project makes it later"
  • Thackara's Laws: "If you put smart technology into a pointless product, the result will be a stupid product"
  • Reed's Law: "The Value of a Network Increases Dramatically When People Form Subgroups for Collaborations and Sharing"

So I wrote a little reply to the NY Times article as well and the wonderful folks at HISTalk published my that piece at:  http://histalk2.com/2013/02/21/the-hit-productivity-paradox-its-gonna-be-ok/   I actually received a lot of positive feedback on this - so here it is: 

Fair enough - are EMR's worth it, was MU worth it?
I've said before that I don't think I would have spent the $30-40 billion that way (remember, they use the $19 billion figure because they assume $10-20 billion in savings).  I would have focused on mandating standards and trying to push for a uniform data model platform upon which vendors could then build their more external facing products.  However, I will happily admit that MU has done it's job- it has stimulated the adoption of EMRs… it won't be the 80+% they were hoping, but it's still got a lot of people off their asses and moving.

So next question - Will they provide all the great things we are hoping for?   
Certainly we've got some issues - EMRs are still not mature, nor is our understanding on how to best use them. But no technology, from cars to computers, started out perfect.  I've been reading "The Signal and the Noise" - and very early on it reminds readers of "The productivity paradox" which helped explain why the early computer age (1970s-1990s) actually saw a LOWER productivity as everyone was figuring out how build them well and how to use them!  Sound familiar?
From WikipediaThe productivity paradox was analyzed and popularized in a widely-cited article[1] by Erik Brynjolfsson, which noted the apparent contradiction between the remarkable advances in computer power and the relatively slow growth of productivity at the level of the whole economy, individual firms and many specific applications. The concept is sometimes referred to as the Solow computer paradox in reference to Robert Solow's 1987 quip, "You can see the computer age everywhere but in the productivity statistics."[2] The paradox has been defined as the “discrepancy between measures of investment in information technology and measures of output at the national level.”[3] It was widely believed that office automation was boosting labor productivity (or total factor productivity). However, the growth accounts didn't seem to confirm the idea. From the early 1970s to the early 1990s there was a massive slow-down in growth as the machines were becoming ubiquitous. (Other variables in country's economies were changing simultaneously; growth accounting separates out the improvement in production output using the same capital and labour resources as input by calculating growth in total factor productivity, AKA the "Solow residual".)

So if and how can this best be applied to healthcare IT?  
Well, it turns out that some smart authors actually addressed this exact issue in a June, 2012 NEJM article entitled: Unraveling the IT Productivity Paradox — Lessons for Health Care.   In this article, they explain that sure, we are seeing problems with HIT… but it is as expected- just like every other new industry has to evolve.  They conclude with the following paragraph:
The resolution of the original IT productivity paradox suggests that current conclusions about the value of health IT investments may be premature. Research suggests three lessons for physicians and health care leaders: invest in creating new measures of productivity that can reveal the quality and cost gains that arise from health IT, avoid impatience or overly optimistic expectations about return on investment and focus on the delivery reengineering needed to create a productivity payoff, and pay greater attention to measuring and improving IT usability. In the meantime, avoiding broad claims about overall value that are based on limited evidence may permit a clearer focus on the best ways of optimizing IT's use in health care. 

Clearly we are not at perfection - HIT can affect efficiency and quality in both good ways and bad.  But rather than try to create some artificial polarization that it is all good or all bad… let's continue doing our job (for the medical informatics professionals reading this) to keep making HIT better serve our providers and patients, while educating those who get freaked out every time a new stat or story comes out pointing out its imperfection.

Saturday, February 02, 2013

The Healing Edge: At the Intersection of Innovation and HIT



Three years ago I was asked by Marion Ball, EdD (a well respected informaticist and long-time colleague) to write a book about the intersection of healthcare IT and innovation.  I was smart enough to initially say no, but she kept asking because she knew I had been combining my long background in informatics with a newer interest in the science of innovation as part of the Szollosi Healthcare Innovation Program, a charitable organization I established in 2007 with a mission to use creative thinking and diverse technologies to produce a better healthcare experience for patients, physicians and others associated with their care.  

After about 6 months I finally accepted the challenge, realizing that since I was an early pioneer in this world of HIT meets innovation - I might as well try and give the area a good book.   I was wise enough to quickly get a partner in this endeavor, the amazing Chris McCarthy, MPH, MBA.  Chris is a friend and my #1 innovation mentor, as well as the Director of the Innovation Learning Network and an Innovation Specialist with Kaiser Permanente’s Innovation Consultancy.  We liked the idea of storytelling and wanted to make the book an enjoyable read about the many awesome healthcare innovators who have used IT to make the healthcare system better, faster and/or cheaper.  We also realized that it would make sense to truly hear the "voice of the innovators" by having them each write their own stories within the framework we created.

The result is our book, Innovation with Information Technology in Healthcare, which describes the stories of over 20 organizations who have combined innovative thinking with information technologies to improve their processes of care and solve a need at their organizations.

The first chapter sets the stage, describing how this work should be viewed like a big cookbook of recipes, with sections on EMR Innovation, Telehealth Innovation, and Advanced Technology Innovation (e.g. analytics, portals, mobile and gaming).  The second chapter describes the science of innovation itself, including an assortment of methodologies which help move the innovation process from ideation to prototyping/piloting to spreading it across an organization.  The authors, from Kaiser's Innovation Consultancy, give examples from the very real work they have done over the past decade.

The rest of the chapters are the stories, written by the innovators themselves, about what they did, why they did it, how they succeeded, lessons learned, and their plans for the future.   It is especially fun to read about the origins of these innovations and peer into how an organization moves from a problem to an innovative new way of doing things. I wrote a short editorial on the "Big Lessons Learned" from these stories, including the following ideas:
  • Use What You Have:  Our first group of stories highlights how a lot of innovation can be made with the underlying HIT you already have in place, especially EMRs.  Examples include use of messaging to support care coordination, CDS tools to support delegation of preventive care and other duties to staff, and reporting tool to identify adverse events.
  • Innovation is More Than Technology.  For innovations to succeed, it's critical to also address culture issues, new business models, legal and political hurdles, and process change.  And, of course, it's often a good idea to be innovative in doing so!  The stories about telehealth give some great examples of this!
  • Look Around.  Learn from all the new technologies and companies appearing in every aspect of our life... from mobile apps to business intelligence to RFID tools to gaming systems.  The final section on Advanced Technologies provides many examples of this rule. 
  • Dream Big (and Wild)!  We all are faced with problems in our healthcare organizations, and while sometimes the answer is a small improvement in what we do, in other cases we truly need to innovate - to rethink how we do everything and at that time it's important to come up with wild and crazy ideas which can really make a difference.  Don't worry, there will be time later to mix in reality and pragmatism - but in brainstorming, don't be afraid to dream big!  

Finally, it's important to understand that we don't expect readers to follow the exact "recipes" in the book, but rather to be inspired and educated to innovate themselves!  Ideally, you will see what others have done and find the "essential innovation" in each story and be able to apply that to your organization.  It is truly meant to serve as both an educational platform for stimulating ideas in any organization, as well as an inspirational read to help you realize that you too can innovate.  Whether you are a CEO, a CIO, a department head, a clinic manager, a physician, a nurse, an empowered patient, an EHR vendor, an HIT consultant, or anyone else involved in the healthcare system, we hope this book helps you in your quest for The Healing Edge!

Reviews, Editorials, Interviews, Webinars...


Tuesday, January 29, 2013

In Defense of Copy-Forward!

The wonderful folks at HISTalk posted my thoughts "In Defense of Copy Forward" this week (full text below), and as usual - I've had additional thoughts on it... especially when one of my CMIO colleagues said that their auditing folks were actually asking him to look into plagiarism software!   Here was my response to that, as well as some ideas on how we might address the ugly side of Copy Forward (especially on the inpatient side):

Folks - our role as CMIOs is often to serve as the bridge between real-world clinicians and pie-in-the-sky (or at least non-clinically oriented) legal/admin/executives/IT/politicians, etc…   And one of our chief responsibilities is thus to bring everyone back to common sense when hysteria starts to set in.

So please, everyone take a breath - and repeat, "If I am asked to review plagiarism software for my organization, I will tell them they are off their freakin' rocker"… and make them write it down 100 times.   Or maybe I will make a deal, if we use it on medical records, then we can also use it on all their legal documents, managed care contracts, annual reports, etc... again, let's just use common sense!   We are supposed to be using standardized format and structure… so it is expected that notes should be 60-90% similar from visit to visit, or day to day in the hospital.   On the other hand, I know it can get bad - especially on the inpatient side, especially in an AMC where residents, students, fellows and attending are all writing notes!

So what can we do?  Telling docs to not use a key functionality doesn't make sense and is very much the "bad apple" approach of punishing everyone because a few abuse the system.  We need to think about big picture innovations we can do to improve the system for everyone.  I think there are two core issues we need to figure out:
 
(1) Multiple authors:  For this issue, I'd suggest rethinking how notes are created, and consider a multi-contributed note… similar to a Wiki, but would need to meet the legal standards.   I believe some EMR vendors are exploring the concept of a multi-contributed note, and I do think there is some balance here in making it both easy to use and higher quality than what we currently do… which is often like a mid-1990s version of MS Word.
 
(2) Poorly trained providers:  I'd put this issue on all of us (GME, Informatics, Clinicians)… I think we have not done nearly as good a job as we should in understanding how to document and then explaining that to those we teach.  And we certainly have not made them feel very responsible.  I think one way to "monitor/measure" this would be to have random chart audits looking for these type of issues, and present them in an "Morbidity & Mortality" style format that will make providers take documentation a bit more seriously… hmm, I actually like that idea!   I hope someone does this and will let me know what happens!

Full text of the original blog:
I’m part of the Association of Medical Directors of Clinical Information Systems (AMDIS), a group of 2,000+ physicians who are the experts in implementing and using EMRs. We have a pretty lively listserv discussion board, and I enjoy seeing what my colleagues are thinking, as well as posting my own thoughts. I especially enjoy posting when I feel like certain studies or comments by non-clinical researchers, administrators, or politicians make us start to question common sense.
One of my favorite topics recently came up — the fear and horror associated with actually reusing some of a previous note. This usually falls into the concept of "Copy-Forward" (when you copy forward the whole note and then edit for today’s visit), or "Copy-Paste" (when you select certain parts of a past note and just copy that part of it. I posted my reply and thought I’d share and expand a bit.
So as not to bury the lead, I think Copy-Forward of a note is a great tool and supports both efficiency and quality, when used appropriately. Turning it off is a classic throwing the baby out with the bathwater analogy. To clarify my biases, my thoughts and ideas are mainly from the perspective of an outpatient physician using Copy-Forward over the past decade, but much of this certainly can be applied to the inpatient world in various ways.
Also, the use of Copy-Paste has some similarities to Copy-Forward, but I agree Copy-Paste is not nearly as efficient and poses more quality issues since it does not have the automatic updating features you might see with Copy-Forward. Here are the points I would suggest we consider.
First, I am sick of these reports which say that things like, "We used plagiarism software to show that 60-80 percent of a doctor’s note is the same as their last one." Um, of course! Since when did progress notes become creative writing endeavors about coming up with different ways to document diabetes, hypertension, and obesity in the same patient visit after visit?
The creative parts of doctoring should involve being "House": figuring out the diagnosis, figuring out the best treatment plan, and artfully explaining it all to the patient. It should not be writing Edgar Allen Poe-like short stories to amuse our auditors or confuse our colleagues. Although, it could be fun, hmmm… what if I described a diabetic’s problems with hypoglycemia in Poe’s style: "Arousing from the most profound of slumbers (due to a glucose of 45), the patient states he feels as if he was in a gossamer web of some dream. Yet in a second afterward, so frail may that web have been, he claims to not remember that which he was dreaming."
Second, there are obvious efficiency benefits to Copy-Forward, but there are very real quality benefits as well. The most obvious is that this type of workflow makes it less likely that important diagnoses will be missed or forgotten over time. Additionally, many systems update certain pieces of data during the Copy-Forward process, so that you can see the most recent results (discussed more below). Obviously incorrect information can be duplicated, especially when a note is being authored by multiple providers over time, but this is where good training and leadership are needed to ensure every provider feels fully responsible for everything in their notes.
Third, getting rid of Copy-Forward or even Copy-Paste is certainly overkill, but we do need to use some common sense in designing technology, workflows, and processes that make it easy to do the right thing when documenting. In the ideal system, much of the critical data would either be updated automatically (e.g. the most recent lab would appear when a note is copied forward), or the system would date entries so it is clear what was done in the past versus today. To clarify, let me break down how an ideal progress note might look like when Copy-Forward is used:
Allergies, Meds, Problems 
These update automatically, which is great, and means the note has the most recent data. I would hope all EMRs have this functionality already.
Past Histories (Social, Surgical, Family) 
These copy forward and allow for easy editing in the note. Ideally, they could be managed in a widget external to the note and have them update from those profiles as well.
Physical Exam 
Want to ideally be able to view old physical exams, and even reuse them when desired (except for vitals). In my current system, the full exam (sans vitals) does copy forward. So I usually just delete it and drop in a new macro and edit that. However, some patients have findings I want to compare from last time (e.g. size of a rash), or consistent findings (e.g. murmur) which I want to be reminded about
Labs/Studies 
For labs (e.g. CBC, chem, chol profile) and certain studies (e.g. mammogram results, last ECG), we use macros which "auto-updatem" so when a note is copied forward, they update automatically to the most recent dates and values.
HPI/Impression/Plan 
As some have heard me detail before, I use a form of "problem-oriented charting" in which I type out the history, impression, and plan for a diagnosis (e.g. diabetes) or system/problem area (e.g. "GI issues") all on one line. I also use a macro which includes the date of the entry and my initials.
  • Example for a diabetic patient. "01/19/13(LLB): Stable on Metformin 500bid, CS 100-120s before meals, no med side effects or other complaints. Impr: Stable DM, PLAN: CPM, labs, rtc 4 mos". No flourish is needed. The result is that when copied forward I can see the last time I addressed the DM and if I made any changes. In the same "area" for the problem, I would also have a list of relevant meds, labs, and testing results (e.g. ECGs and ECHOs for hypertension). This way I can see everything I need about a problem all in one place – which means I can make quicker and more accurate decisions.
  • Summarizing old entries over time. I will either retain the old entry, or can summarize over time (e.g. I might take four entries from 2012 and summarize into one line such as, "2012: Dx with DM 4/12, added Metformin 500qd, 6/12 incr to 500 bid and did well").
  • Multiple issues. Since I often address multiple issues in a given visit, I created a line which reads, "Problems below not addressed this visit" so that I can clearly demarcate what I did and did not address on a certain day. I think this method is extremely efficient and higher quality than the method of trying to document all the HPI about multiple issues at the top of a note, and then separating out the Impr/Plan at the bottom.
  • What is a SOAP note? Larry Weed, MD devised the concept of problem-oriented charting 50 years ago, but I think it’s fair to say we have over-complicated it over time. The SOAP note is supposed to be based around a problem. In other words, each problem should have a documentation area for Subjective, Objective, Assessment and Plan. Instead, we create one large SOAP note where we break away all the Subjectives into their own paragraph ("HPI"), thereby distancing your thinking about the complaint and what we are going to do about it. I hope we will soon see more EMRs going "back to the future" by embracing the true problem oriented charting philosophy.
Fourth, the outpatient world is different from inpatient, but there are similarities. I understand that inpatient notes can be more difficult to manage due to quickly changing problems, and especially multiple authors. Personally, I hope we put some more thought into the concept of an "Inpatient Wiki," a single type of inpatient note that can automatically pull in the relevant information for each specialty (e.g. different for medicine, OB, and various types of surgery). Then each author could see what they need to see – it would pull in the labs, tests, consult suggestions, or a nursing note – why make the doctor repeat this themselves every time?
The care provider would then be prompted to write what they are supposed to add, and the note would be a living document which flexes to the individual, but can be time-stamped for medico-legal purposes as well. It could have clear sections (similar to above), as well as an organ or system based areas (e.g. Cardiology issues, GI Issues, Neuro Issues, F/E/N issues) for documenting the SOAP note .
In summary, I would go as far as to say that we need to change our paradigm to "The Note is the Chart." The chart should no longer be a collection of distinct and incomplete notes, but rather the last note can really be the complete chart which contains everything a provider needs. If we do this, then we can reframe our expected workflow from, "You need to read every note ever written to understand the full patient" to, "You just need to read the last note".
The result: when a patient goes to the ER or sees another doc, those providers will find that the most recent note in the system will have all the info they need, so they won’t need to try and dig through 48 notes over 10 years (and let’s face it, they never do that anyway). Granted, the paper record allowed for a much easier way to flip thru past notes, but sooner or later we have to acknowledge that computerized systems have different attributes than paper. We can either keep trying to force the computer to act like paper, which never works out well, or we can start embracing the differences and truly take advantage of them.

Sunday, January 06, 2013

We Don’t Have a Shortage of PCPs, We Have a Shortage of Using Them Efficiently

I've been asked to serve as the "Innovator-at-Large" (aka Editor-at-Large) for the magazine "Clinical Innovation and Technology"... which I was happy to accept as it's the perfect intersection of my worlds!.   In my first post, I've expanded on a phrase I've been using for several years - that "We Don’t Have a Shortage of PCPs, We Have a Shortage of Using Them Efficiently".   I go on to describe the future of healthcare in a world where innovation and IT are being used to their potential to make life easier for physicians and better for patients (of course assuming our reimbursement system equally evolves).  I hope it inspires you!

We Don’t Have a Shortage of PCPs, We Have a Shortage of Using Them Efficiently

Every few months another study warns of a severe shortage of primary care physicians (PCPs) in the future. A recent report published in the Annals of Family Medicine explained how we will require 52,000 more PCPs by 2025 due to population growth, aging demographics and insurance expansion (Reference: 1. Ann Fam Med  2012;10(6):503-509).

Fortunately, both clinical IT and innovation will deeply change medicine over the next decade, resulting in a new paradigm with the potential to improve both efficiency and quality of care. In this paradigm, software will be able to automate or delegate much of the routine care usually provided by physicians. If automated systems and empowered staff members manage stable patients according to evidence-based protocols, physicians can focus on more complex patients who truly require their attention. Individual physicians will actually see fewer patients, but oversee a team who will care for more patients. Thus, we won’t need more physicians; we will just need a better system to help most appropriately leverage physicians, staff and IT.

A typical physician’s office in 2025 might look something like this: Dr. Blake Willoca arrives around 9a.m. and sits in front of a bank of computers and video screens. Dashboards provide real-time analysis of the status of his panel of 5,000 patients. Patients in the Green Zone will be managed mainly by computerized systems which check on patients virtually to provide positive feedback and ensure they stay on track. Meanwhile, patients in the Yellow Zone will be visited by the physician’s care team at home or work, or perhaps have a virtual conference with the physician to answer their questions. Finally, those patients in the Red Zone will be seen in the office or home for longer sessions with the physician and his or her care team to help determine what is going on and how to get it under control. Today, Dr. Willoca will spend an hour with each of these four Red Zone patients in his office, he will do five-minute video conferences with staff members taking care of 20 Yellow Zone patients, and he will spend some time in a virtual reality game teaching med students about how this new system works. As Dr. Willoca leaves his office at 5p.m., he knows he’s helped the patients who most needed it today in a relaxed and livable manner, and he knows that his IT tools and care teams will continue to monitor and help manage his patients 24 hours a day.   

This might all seem like a PCP’s dream, but we need to recognize and accept that we are the generation who will make this happen. There is much to do in healthcare, and there could not be two greater tools to use than clinical innovation and IT.

Online at http://www.clinical-innovation.com/topics/practice-management/we-don%E2%80%99t-have-shortage-pcps-we-have-shortage-using-them-efficiently

ADDENDUM
As questions come up on this article and topic, I'll make sure to post answers here.

* Barriers: Someone asked why we don't see more of this type of attitude from doctors?  My answer: I think there are two main barriers we need to overcome to increase the spread of this type of "team-based CDS" which automates and delegates clinical work:  First, we need to continue to better align incentives (i.e. Value-based vs. Volume-based reimbursement and legal systems)... How can we expect doctors to delegate work if they are not protected financially or legally from doing just that?  Second, we need to make CDS easy and intuitive to use and ideally integrate them fully and elegantly into our EMR systems (see examples below of companies working on these types of tools).

* Speed: Someone asked why this can't happen sooner (i.e. why did I say 2025 instead of 2015).  It's a good point, as I think it is technically feasible today.  I used 2025 because (1) It was the year used in the article I initially quoted about MD deficits, and (2) I did want to describe a future world where this vision of team-based care and HIT would be completely common and routine, not simply possible.  I think there are financial and legal issues which will slow it down, but I also think that we will be seeing more and more of this happening in the near term as well - just not as widespread and pervasive as we'd like for another 10 years or so.

* Risk Stratification: Someone asked how many patients would fall into the Green/Yellow/Red zones.  Studies have shown that 1% of the population accounts for 20 - 30% of the cost, and 5% account for 50%, whereas the healthiest 50% account for just 3% of the total cost.   So I'd suggest the "Red Zone" is about 5% (e.g. 250 patients in a panel size of 5000), the Yellow Zone would be around 20% (1000 in a panel size of 5000), and then the other 75% in the green zone.  Using another way to measure it, today's typical panel size is 2500, which requires a PCP to see about 25 of these patients in a given day.  If the panel size were 5000, the old system would require them to see 50 patients a day.  In the "new" system, I'd suggest they will need to see about 5 "Red Zone" patients a day in the office while interacting with another 20 "Yellow Zone" patients (or answer questions for their staff members) - which could take anywhere between 1-5 minutes.   The reason that this number stays relatively high is that the Red and Yellow patients do need to be actively managed on an ongoing basis - some will eventually move into Green territory, but others simply have too many interacting or unique problems and medications which are beyond the scope of even advanced protocols and is where the cognitive skills of physicians will shine.  Of course, when artificial intelligence gets good enough to figure all these things and how to communicate it all to patients - then we may see even more automation in healthcare... but if/when computers have gotten that good - we will likely see automation in every other professional career as well - from lawyers and judges, to politicians and marketers, to stockbrokers and Venture Capitalists.  In other words, while I agree with Vinod Khosla's assessment that we will see HIT further automating healthcare... I don't think it will "replace 80% of doctors" - but it will allow us to effectively leverage the current amounts of physicians.

Companies Making "Physician Efficiency Apps" (or "Doctor Happiness Tools" as I like to call them)
* healthfinch: A cloud-based decision support system which integrates with EMRs to automate and delegate repeatable work away from physicians and towards their staff in a safe and consistent manner (e.g. Medication Refills).  I founded this company in 2011 with two very smart HIT experts focused on human-centered design, and have mentioned in some past blogs about "Saving Primary Care with Team-based Delegation Software" and another about "EMR Extender Tools creating Doctor Happiness".  The first product, RefillWizard, which integrates with some of the main outpatient EMRs to help decrease the amount of time doctors must spend approving medication renewal requests, saving them up to 30 minutes daily. If we apply that 30 minutes of savings to the 400,000 primary care physicians in the US, we can effectively "create" 25,000 new physicians—half the expected shortfall in physicians caused by population growth, aging demographics and insurance expansion!  Now just create a few more of these and we save the healthcare system!
* healthloop: Automates the "follow-up" process to check on patients after their in-person visits.  Founded by Dr. Jordan Shlain, another of the rare but growing breed of working PCPs who understands how HIT can help make life easier for docs and patients and is building tools to fulfill that vision.

Other Relevant Articles
Primary Care Physician Shortages Could Be Eliminated Through Use Of Teams, Nonphysicians, And Electronic Communication, Health Affairs, Jan, 2013 (vol. 32, no 1): 11-19.   Says that there will not be a doctor shortage as long as we optimally utilize team-based care and HIT.
Estimating a reasonable patient panel size for primary care physicians with team-based task delegation.  Altschuler J, Margolius D, Bodenheimer T, Grumbach K. Ann Fam Med. 2012 Sep-Oct;10(5): 396-400. doi: 10.1370/afm.1400.  Estimates how much care can be delegated in a team-based model, and thus what an optimal panel size could be to do perfect care.
* Project Doc Shortage is Real, Experts Say.  Modern Healthcare, Jan, 2012.   Discusses that while team-based care and HIT will improve efficiency, we will still have some need for more PCPs - especially in underserved areas.
* Doctor Shortage Getting Worse.  A CNBC article (Mar 13, 2013) where they use the usual claims (again, based on the current model of care) and I appear to be the "poster doc" for the concept of using IT to improve efficiency and save time.  My section: And one expert says it's not so much a scarcity of physicians but of using them in the right way.  "We don't need more physicians, but rather better "team-based workflow tools" to ensure that everyone on the team can work to the highest level of their ability in a safe and efficient manner every day," said Dr. Lyle Berkowitz, Associate Chief Medical Officer of Innovation for Northwestern Memorial Hospital.  "That means using information technology and freeing physicians to spend their time on more complex patients," Berkowitz added.







Friday, November 02, 2012

Saving Primary Care: Team-Based Delegation Software may be our Best Chance!


This new article by Bodenheimer, et al. points out that our current system (making docs do everything) is absolutely not sustainable.  So what can we do?  It turns out the critical solution to make our system sustainable is to start delegating certain activities to the physician's team using protocols!  

But now I'll ask the more tactical question - does anyone expect us to use paper based protocols???  We all know those are hard to maintain and no one actually looks at them.  So what if there was a new type of healthcare IT software which could hold all these protocols in "the cloud", and then apply them against the data stored in EMRs, and then send back specific messages into the EMR - pushing the right information to the right person on the team.  In other words, automating the process so everyone works "to the height of their license".

Is there an app for that?   YEP!! I've been working with the great team at healthfinch the past two years to develop this type of "Team-based Delegation Software" which uses a cloud-based protocol system (all protocols are held and edited in the cloud) integrated with a variety of EMRs to produce a "team-based decision support and workflow tool" that saves physicians time, while also ensuring high quality care is delivered in a consistent and documented way by their team.  

We have RefillWizard for medication renewal requests (this alone saves docs 30 minutes a day)… and we plan to keep making more on the electronic delegation platform that has been developed. We seem to be in the RIGHT space at the RIGHT time! :)

For more info, here is a summary of the Bodenheimer article from a Medical Economics story:

Publish date: Oct 25, 2012


There is one primary care physician per 1,500 Americans, yet most PCPs have panel sizes in excess of 2,000 patients. With no surge in PCP numbers expected anytime soon, a new report suggests a shift from physician-based care to team-based care, with PCPs delegating up to 77% of preventive services to non-clinicians.

“Our nation will need to implement models that reengineer the delivery of primary care and deploy our physician supply in a more efficient manner,” say researchers from the University of California at San Francisco in a new paper titled, “Estimating a Reasonable Patient Panel Size for Primary Care Physicians with Team-Based Task Delegation.” The paper was published in the Annals of Family Medicine in the September/October 2012 issue.

The average PCPs panel size is too large to deliver consistently high quality care, according to the report. Researchers estimated that it would take a PCP nearly 22 hours a day to provide all the recommended care for the average 2,300-patient panel. But decreasing PCPs means panel sizes will continue to rise, especially considering about half of all Americans have at least one chronic condition.

The study highlights two alternative practice models that might hold the key to solving this dilemma. The first model is to reduce panel sizes so physicians can provide comprehensive patient care. Concierge medicine, for example, utilizes panel sizes of 200 to 600 patients. However, without enough PCPs to go around using this type of model, the study determines this model would leave many patients without primary care.

The alternative model, the Organized Team Model, advocates building primary care teams that delegate patient care responsibilities among a healthcare team, allowing the physician to practice high-quality care without a large, but manageable panel size. Screening and performing certain tests should be left to the physician, according to the report, but tasks such as administering immunizations could be delegated to non-clinicians—with the clinicians explaining the services to their patients. All routine preventive counseling could be delegated, the report authors note, freeing up too three-quarters of a PCP’s time.

For chronic disease management, the report recommends that PCPs could delegate 75% of the time spent on chronic cases in good control and 33% of the time spent on patients in poor control. Non-clinicians could provide most of the routine chronic services such as patient education, behavior-change counseling, medication adherence counseling and protocol-based services delivered under standing physician orders.

Overall, this model would allow 77% of preventive care and 47% of chronic care to be delegated to non-clinical staff. All acute care would be provided by physicians, the authors note.  The study does not address the additional staff training that would be needed to prepare non-clinicians to handle additional tasks, or the payment reform that would be needed.   

“Such an unprecedented change in both the culture and structure of primary care practice can be accomplished only through a change in clinical mindset, the training on non-clinician team members, the mapping of workflows and tasks, the creation of standing orders that empower non-clinicians to share the care, the education of patients about team-based care, and the reform of primary care payment,” the study authors conclude. 

Thursday, October 04, 2012

Why the next wave of health IT innovation will build on EMRs, cater to “physician happiness”

I am always impressed when a reporter can ask a few questions, listen to me talk for 30 minutes, and then assemble it into a great article which really explains my thoughts well... and I am even more amazed when they can do it in 24 hours!  Thanks to reporter Deanna Pogorelc from MedCityNews for doing such a great job - and I love the title too: Why the next wave of health IT innovation will build on EMRs, cater to “physician happiness”... Here it is (with a few bolds and comments in brackets from me):


There’s no shortage of primary physicians, but rather a shortage of primary physicians who are able to use their time efficiently in today’s healthcare environment.  That’s why the industry is moving away from the first version of the EMR, according to Dr. Lyle Berkowitz, the associate chief medical officer of innovation at Northwestern Memorial Hospital and Medical Director of IT & Innovation at for Northwest Memorial Physicians Group in Chicago

The inaugural EMRs are basically computerized versions of paper records that weren't necessarily designed with usability in mind, he noted. So rather than saving time and making administrative processes easier, they’re in some cases adding to doctors’ workloads.
[Or as many say - they focused on just documentation and billing, not clinical workflow] 

Enter the next wave of health IT innovators, who are taking EMR data and using it elsewhere to improve workflow. “(EMR vendors) are kind of stuck to Meaningful Use and creating a standardized format to make sure everybody is at the first-base level,” Berkowitz said. “That’s a good start, but we have to start building tools that can fit on top of these. A whole ecosystem is going to build up on top of EMR systems to make them easier and faster to use.”
[Check out the ONC Standards Hub to see how Meaningful Use Part 2 will require all EMR vendors to adhere to certain standards which will make it even easier for 3rd party vendors to work with them]

And, it seems that EMR companies are getting on board with that as well. “They buy into this idea that innovation comes from the outside by saying, we’re going to open up our system and let others build on it,” he said. “AllScripts I think is leadingthe charge. Athenahealth is moving that way, and some others. EMR vendors are going to be end up being able to provide more and more solutions to their users this way.”

EMR extender companies have been around for a while; business intelligence and data analytics are well-established industries. But we’re seeing the dawn of a new category of innovation focused on workflow tools to make doctors more productive and efficient – what Berkowitz calls “physician happiness.”

There’s evidence of that, in the form of companies like Modernizing Medicine, which makes a touch-based “electronicmedical assistant” for specialists, and SchedFull, which is working on a way to help physiciansfill canceled appointments that it hopes to integrate with web-based EMRs.

There’s also healthfinch, the company Berkowitz co-founded with designer Jonathan Baran and programmer Ash Gupta in 2010. It’s focused on making the practice of medicine more enjoyable for physicians by letting them focus on the higher-order thinking they’re good at, rather than spending their time on paperwork. (He compared this to the process of making a new car, and the absurdity of the idea that the people who design technology for the cars would spend part of their time working on the assembly line.)
[What I was trying to say is that a car company knows that their smart car engineers should spend time on solving problems and designing cars, not on screwing in car seats… let them focus on the higher order stuff, and delegate the assembly line work to the people on the floor… another analogy would be that you don't walk into a bank and ask the VP to withdraw $200 - you go to the teller, or the ATM!]

The place where doctors can best apply their skills is the 10 to 20 percent of very sick, complex patients they see, Berkowitz said. That’s precisely why healthfinch focuses on the other 80 percent of patients who might be fairly stable. By creating protocols and automated processes for meeting the needs of these stable patients, other staff members can work together to take care of them, and the doctor has more time to spend with sicker patients.

Its first product focuses on using data to design a protocol for handling medication refills. Doctors receive many refill requests every day, many of which require them to review charts to ensure patients have completed follow-ups or lab tests. Some of this work could be delegated to the nursing staff or medical assistants. To make that happen, RefillWizard leverages EMRs to help practices manage prescriptions more efficiently.
[By using their rules based workflow software to allow for safe and easy delegation of tasks away from docs and towards their team]

Healthfinch plans on using the same technology and philosophy to continue developing products that will save doctors more time by using every person on the staff to the highest level of his or her licensure.  “I’m always on the lookout for things I do repetitively, to see if they can be automated,”Berkowitz added, in illustrating what inspires his innovation. “I’m always trying to figure out how to take something I do in 20 steps and cut it down to five steps or, even better, zero steps.”  [That's one of our new slogans - "The Power of Zero"!]

Wednesday, October 03, 2012

Abuse of EMRs? Really - Let's Take a Closer Look!

The New York Times recently published an article called "Abuse of Electronic Medical Records", in which they started off by saying "The Obama administration has issued a strong and much-needed warning to hospitals and doctors about the fraudulent use of electronic medical records to illegally inflate their billings to Medicare."

REALLY?!?!   Let's take a closer look:  First, the evidence is that billings and coding has gone up over the past 5 - 10 years, and EMR vendors tout better billing as one of their benefits.   Hmmm... that's not exactly a smoking gun.

But fair enough, so let's review why we might get increasing billings and coding:

1. The EMR makes it easier to code appropriately.  I hate when they say "upcode", which implies fraud.  Rather, I think that many doctors (especially primary care and other non-proceduralists) have undercoded for years... and the EMR actually allows them to document all the "thought work" they have been doing for a long time.  The E/M system was designed to help value "thinking doctors" - and it's starting to work!  Let's applaud that, not try and make it sound like fraud.

2. The EMR allows docs to do more at a single visit.  I think this is an often overlooked reason to explain what has happened.  I know in my practice that having an EMR allows me to get to more things in a single visit than in a paper-based system.  So without an EMR, if a patient came in for a sprained ankle - I might just take care of that and told them to come back for their other issues.  With an EMR, it makes it easier to see everything at once and manage multiple issues.  This is an incredibly GOOD thing for the patient, and for the system - since one "bigger visit" (e.g. "Level 4") is cheaper and more efficient than two "smaller visits" (e.g. Level 3).   So maybe the government should not just look at billings, but also at the total number of visits a patient had - and see if that decreased over the past 5 - 10 years... maybe because docs were doing more work in less visits!

Oh wait, they did do this!?  One of my favorite blogs (HISTalk) actually ran this snippet of info today: The Census Bureau says adults under age 65 made an average of 3.9 visits to physicians in 2010, down from 4.8 visits in 2001. Possible explanations: more uninsured, fewer physicians, higher patient costs, innovation that allows providers to accomplish more in a single visit, and more meds available without a prescription.  So maybe the attorney general and HHS could talk to their own colleagues a bit more before throwing around accusations slandering docs who use EMRs?

3. Docs are using EMRs to defraud the government.  Obviously, there will always be some small amount of doctors who commit fraud - whether that is on paper or EMRs... but I certainly don't think that using an EMR all of a sudden makes doctors more fraudulent.  And by the way, since this fraud is happening in both paper and IT systems... I'd appreciate if our government didn't just pick on EMRs, and said something like this instead:   "We know most doctors are outstanding citizens who give of their time to help others, but there are a few who commit fraud... and whether they do so on paper or EMRs - we will find them and prosecute them!  And while healthcare IT may make it easier for some to perform some fraud, it also makes it easier for us to catch them - so watch out bad guys!" 

Addendum


  • Coding: Up, Down or Around? I'm quoted in this HDM article - basically saying EMRs make us more efficient docs and better coders (in contrast to the HHS report trying to make EMRs sound like fraud machines)!


Monday, August 13, 2012

Reducing ReAdmissions... Another Obvious Thing We Need To Do!

Reducing readmissions is a very hot topic now since the government and other payors are starting to create an incentive system which punishes hospitals who have high readmission rates (at least for some of the top categories like CHF and Pneumonia), they do this by basically saying they will not pay if the patient is readmitted within 30 - days of discharge. So I do like the idea of creating well aligned incentives... as long as there is also upside to doing things well.

So how can a hospital succeed here? CSC recently published a report about reducing readmissions. Key Points include:

• Hospital efforts to reduce readmissions have become more visible and important because of the financial stakes — disincentives being incorporated into payment reform — are now high enough to be noticeable in the bottom line.

• Variability in rates across hospitals and regions of the country suggests that significant reductions are possible if practices in better performing hospitals are adopted more uniformly.

• Current measures employed in Medicare incentives target acute care hospitals and high-risk patients defined as those with heart failure, pneumonia, or an acute myocardial infarction. Any re-hospitalization to any hospital within 30 days, for any condition, is counted.

• Preventing readmissions is very challenging because so many community and patient factors contribute to the problem, many of them outside of the direct control of the hospital.

• However, research, combined with practices in hospitals with a track record of reducing readmissions, shows that comprehensive discharge planning and post-discharge care and support during the transition period reduces readmissions in high-risk patients.

• The next scope of work will be to achieve a formal connection with organized care management for every patient covered by this type of program.

• As more high-risk patients are covered by these programs, this will decrease the role of the hospital in providing post-discharge care and support, but formally link patients back to organizations accountable for ongoing care.

• Key elements of the resulting model will be organizing and operating transitional care as a process in its own right, laying out each patient’s transition and hand-off in a time-limited transition clinical pathway, and new uses of health IT in patient tracking and transition care planning.


So the report states that one major key to reducing readmission rates is patient-centered discharge planning. That absolutely makes sense... but hey - it is certainly not a surprise! The real surprise is simply that it is not done more often (Why? Because payors don't pay for it - they pay for procedures over process or thinking). Like much of what we do, if you ask someone outside of healthcare if they thought we did this routinely - they would assume that of course we did it - it just makes sense to create a highly personalized and integrated discharge plan for a complex medical patient when they are discharged from the hospital.

Of course, times and incentives are changing, so clearly we will hear about more emphasis on this type of patient centered planning; on the other hand, we will see hospitals having to cut corners by firing discharge planners and asking RNs to do more of it themselves.

But assuming we are doing more of this, the next issue is "The Details"... will there be a secret sauce or consistent algorithm to make this easy, safe and cheap? Or is it simply about having a smart person use higher order thought processes to create a very personalized approach to each patient. I think it will be a bit of both; the more in the former category - the more likely we can spread this work and make it cost-effective and successful!