GE Healthcare and global eHealth specialist InterComponentWare, Inc. have signed a strategic agreement to integrate and co-develop their health information exchange solutions. Through this relationship, GE Healthcare and ICW will leverage their existing solutions and co-develop new offerings for the health information exchange and global eHealth marketplace, according to a release.
Data show that Medicare beneficiaries registered to use My Health Manager, Kaiser Permanente's personal health record, are satisfied with using the Internet to manage their healthcare online, according to a Kaiser release. The e-mail survey received 4,560 responses and looked at respondents' comfort in using computers, Internet use habits, and current health status.
This article published in The McKinsey Quarterly examines the Obama administration's plans to use electronic medical records to cut the cost and improve the quality of health care over the next decade. To meet these goals, the sector must undergo a wrenching shift from the current "silo-ridden and usually paper-based arrangements to a system that coordinates information more effectively and efficiently, with IT supporting a wide range of medical decisions," the article states.
Medicaid's "cumbersome" policies often lead to patients not getting or filling their prescriptions, receiving important diagnostic tests, or managing their chronic disease, which will lead to more costs down the road, according to a new report released by the Association for Community Affiliated Plans.
The Medicaid system, which varies by state, requires beneficiaries to show proof more than once a year that they and their children are still eligible for the public program. This leads to many falling off the rolls, which is a cycle that interrupts their continuity of care and jeopardizes their health.
Additionally, with so many people "churning," which means dropping out and back in to the Medicaid rolls every few months, the federal goal of measuring the quality of the patient care has become extremely problematic if not impossible, according to the group, which represents 42 nonprofit safety-net health plans serving six million beneficiaries in 23 states.
The Association for Community Affiliated Plans proposes that Congress pass a "Medicaid Continuous Quality Act," which would establish 12-month continuous eligibility, similar to most private health plans throughout the country.
While such a policy change would be more expensive, it would have economies of scale, the report said. For example, an adult enrolled for just one month in 2006 had an estimated average expenditure of $625 that month; someone enrolled six months had expenditures per month at $469; and an individual enrolled for a year had a monthly cost of $333.
One reason for the reduction, the report said, is that with more continuous coverage, patients receive more preventive and primary medical care reducing the need for more expensive hospitalization. Another reason is that some uninsured people join Medicaid at their most needy time, because they are ill, but their need for care "becomes less acute after those initial needs are addressed," the report said.
The 30-page study, "Improving Medicaid's Continuity of Coverage and Quality of Care," was prepared by Leighton Ku and colleagues from the George Washington University Department of Health Policy. It was based on statistics from the 2006 Medical Expenditure Panel Survey conducted by the federal Agency for Healthcare Research and Quality.
Under current practice, the report estimated, Medicaid will cover 68 million people during the course of this year, but 13 million will not be enrolled in any given month mainly because their eligibility expired and they did not have a chance or the means to renew it. That results in lowered payments from the state and federal government to the providers and plans, whose officials say that administratively, getting those people eventually re-enrolled becomes an even bigger administrative and costly headache.
Officials from several health plans said creating policies that provoke churning is a common practice in states that are trying to reduce costs. "States use the redetermination process to save money in times of tight budgets," says Elaine Batchlor, MD, chief medical officer for LA Care, a Medicaid plan that has 750,000 members. "They tend to increase the frequency of redetermination; that's one way to decrease the number of people covered."
Even some states that have a 12-month continuous eligibility policy may throw roadblocks into the process by requiring periodic reporting of income, residency or other data, on a more frequent basis, "so the person may lose coverage after, say, three months if she fails to submit a periodic report in time," the report said.
The renewal process, originally designed to prevent welfare fraud, has become too complicated and difficult, the report said. For example, some states require in-person renewal rather than recertification online, by e-mail, regular mail, or over the phone. Requirements may include documentation of income, assets, and residency. Often, low-income people have difficulties meeting these requirements additionally because they have unstable living situations and don't receive renewal notices on time, have unstable unemployment, or limited literacy or English comprehension, the report said.
Margaret Murray, chief executive officer for ACAP, notes that the process may cost providers and plans another $180 for each enrollee who temporarily falls off the rolls. The amount may seem small, but can add up quickly. "This is an issue that is integral to the health reform debate," she says.
"Because of the complex administrative processes, families often do not know when their Medicaid certification periods expire, maybe dropped without knowing it, and do not know why they lost coverage," the report says.
Georganne Chapin, president and CEO of Hudson Health Plan of New York, with 90,000 Medicaid enrollees, gave an example. "Even one month of missed eligibility can be devastating," she says. For example, a patient who is in Medicare for nine months, but doesn't renew and misses one month "doesn't take her blood pressure medication. She has a stroke, one she's never coming back from."
The report lists those with the best coverage continuity policies as Arkansas, Connecticut, the District of Columbia, Hawaii, and Louisiana, while the worst were Florida, Georgia, Kansas, Montana, and Nevada.
Continuity of coverage also depends on other factors. The average Medicaid enrollee was covered about 78% of the year, but those who are blind and disabled were covered at 90%, and those who were disabled were covered at 82%, presumably because they were on a fixed income. Children were covered at 80%. But non-elderly, non-disabled adults had the worst coverage period, about 68%, according to the report.
Serious health problems can result from even brief interruptions in care for people with diabetes, asthma, and chronic obstructive pulmonary disease, which require regular use of medications, such as steroid inhalers. Without those drugs, patients may need acute hospitalization.
According to an article in a 2005 edition of the journal Cancer, patients with breast and cervical cancer who were enrolled in Medicaid for longer periods of time had less severe cancers than those enrolled for shorter periods, perhaps because their disease was caught earlier in its progression.
Interruptions in Medicaid coverage are also associated with the greater use of expensive, inpatient psychiatric services and higher psychiatric costs, while those with more continuous coverage required shorter and less expensive behavioral health treatment.
LA Care's Bachelor said that not having continuity policies defeat the federal government's goal to keep track of people's chronic conditions. "When they're churning, it takes them time to get reconnected when they do come back to the system, and by then, they may even get a different (patient) number, don't live at the same address, and have a different phone number."
"For a commercial health plan, it costs money to build a disease management plan. And you might have some commercial plans saying it's not worth creating these plans because, they realize, [because of churning] 'we won't have a large enough cohort two years from now.'"
In addition to establishing a Medicaid Continuous Quality Act that would require states to provide 12-month continuous eligibility to child, adult, aged, blind, and disabled enrollees, the report recommends these other actions to improve Medicaid care:
Establish a performance-based bonus payment system for states that enhance retention
Provide matching funds for electronic data sharing
Expand the scope of Medicaid Quality reporting comparisons
Under a spending authorization bill approved by the Senate Appropriations Committee, the Veterans Administration would get $3.31 billion to spend on information technology in 2010. Much of that money would go toward electronic medical records projects at the VA, as well as the integration of those medical records with the medical records kept by the Department of Defense. In all, the committee recommendation includes $800 million for new program development.
Massachusetts-based doctors, professors, entrepreneurs, and hospital IT experts are using $20 billion of stimulus money to help shape the electronic medical record landscape for the country as a whole. According to John Halamka, chief information officer at CareGroup Healthcare System, "The average use of EMRs in the U.S. is between 2 and 20%. In Massachusetts, we're somewhere between 30 and 50%, so we've had a fair degree of experience with what works and what doesn't work."
EMRs were thrust once again into the national spotlight when the Obama administration committed nearly $19 billion in stimulus funding for health IT as part of the American Recovery and Reinvestment Act of 2009. The objective is to use electronic medical records to make the health system more efficient, safer for patients, and, ultimately, to reduce costs and improve quality.
While EMRs have the potential to meet those objectives, implementing the technology simply isn't enough. A lot depends on how organizations use the systems, which is why the HITECH Act calls for providers to be deemed "meaningful users" of certified EMR technology before they qualify for stimulus dollars. The legislation uses a carrot and stick approach. It offers providers incentive payments if they can meet the meaningful use criteria, however, organizations and physicians that are not meaningful users of HIT by 2015 will start incurring penalties.
Implementing the technology in a short timeline will be difficult for providers. But the real challenge will be getting value out of the systems put in place.
For the July issue of HealthLeaders magazine, I spoke to executives at four hospitals and health systems about how they were moving past implementation and getting value from their electronic medical records systems ("Where's the Value?").
Here are seven tips they shared with me.
1. Commit to the project. Organizations need to get EMR systems in place quickly, but done the right way. "That takes a good vendor, IT staff, capital, and management support," says Tom Smith, CIO, NorthShore University HealthSystem. "The key for us was having top management commit the organization to the project."
2. Let clinicians take the lead. Once these systems are in place, it is up to physician and hospital leaders to use the system in the best way. Include physicians and nurses in all phases of the project, such as vendor selection, workflow analysis, and implementation. "The role of IT is to get it implemented, make it reliable, and respond to user requests," says Smith.
3. Make the data easily accessible to the end user. NorthShore's strategy was to make the system available to physicians, nurses, and pharmacists everywhere—at home, in the hospital, or in a hotel room. If electronic medical records are easily accessible, clinicians will find ways to use the technology in a meaningful way.
4. Emphasize quality and patient safety. Public reporting of patient safety and quality core measures is a great motivational tool, says Peg Reiter, CNO at St. Luke's The Woodlands Hospital. Similarly, data about performance and process improvement should be as transparent as possible, says Ron Short vice president with Good Shepherd Medical Center. "Physicians want to be recognized for best practices, not as lagging behind them."
5. Continue training. The more comfortable clinicians are with the system, the more likely they are to access all of the information available to them when caring for the patient, says Reiter. Senior leaders at St. Luke's make sure that nurses know how to find a consult by a pulmonologist on an ICU patient, for example, by rounding on units twice a month and asking staff to find specific information in its electronic medical record.
6. Be deliberate. Think through all of the implications of what has to be done in order to have a smooth transition, says Robert Kiely, CEO at Middlesex Hospital. When hospitals rush to implement IT without proper preplanning, mistakes often are made and "they wind up losing not only the purchase price of the system," but development costs if they have to put a halt to the system and go back to square one, he says.
7. Define success. Organizations should know what they want to accomplish, be able to identify key performance metrics, and be clear on how they define success, says Short.
Currently, there is a lot of HIT activity happening this week. Today, the HIT Policy Committee's Certification/Adoption Workgroup is giving its recommendations for standards and certification criteria that will enable the electronic exchange and use of health information outlined in ARRA. Also, on Thursday, July 16, 2009, the Meaningful Use Workgroup will submit a new set of recommendations for defining meaningful use of electronic health records to the HIT Policy Committee. If you have an opinion on what it will take to use the technology in a "meaningful" way or would like to comment on the HIT Policy Committee's recommendations, please drop me a line at the below e-mail.
The committee's recommendations are nonbinding but they will provide guidance to the Centers for Medicare & Medicaid Services, which will ultimately establish the definition for meaningful use.
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A survey of nurses from all over the globe has found that nurses believe heavy workloads, coupled with insufficient staff, are impacting patient care and outcomes.
The International Council of Nurses and Pfizer Inc. External Medical Affairs collaborated on the survey of 2,203 nurses in 11 countries, including Brazil, Canada, Colombia, Japan, Kenya, Portugal, South Africa, Taiwan, Uganda, the UK, and the United States.
Most significantly, the survey found that 92% of respondents face time constraints that prevent them spending necessary time with individual patients. In addition, 96% said that spending more time with individual patients would have a significant impact on patient health.
"Nurses are key patient advocates and have always been patient-focused," said Paula DeCola, RN, from the office of the Chief Medical Officer at Pfizer, Inc. External Medical Affairs, in a statement. "The research shows that for nurses, the most favorable aspect of their profession is indeed patient contact."
Other key findings of the survey include:
Nearly half of nurses (46%) say their workload is worse today compared to five years ago
The nurses surveyed were most concerned with heavy workloads (42%), insufficient pay and benefits (22%), a lack of recognition for their work (15%), and too much bureaucracy (13%).
Nursing as a career is viewed as worse today than it was five years ago in Canada (52%), the U.S. (46%), Taiwan (45%), and the UK (39%). But nurses in Kenya (71%), Brazil (64%), and South Africa (63%) were more likely to see their roles improving over this time.
When asked to rate the likelihood they will still practice nursing in five years, 53% say it is "very likely." However, the commitment varies by country: Nurses in Portugal (77%), Brazil (75%), Canada (71%), and the U.S. (68%) say they are very likely to stay in nursing for the next five years, while nurses in Kenya (38%), South Africa (33%), Taiwan (33%), and Uganda (32%), say they are less likely to do so.
The survey also found that nurses would like to expand their healthcare responsibilities, including the authority to prescribe medicines to patients. Eight in ten (83%) nurses surveyed say they currently do not have the authority to prescribe medicines to patients, but seven in ten (70%) say they want nurses to have this authority. Nurses in Colombia (61%), the U.S. (59%) and Taiwan (57%) are most likely to oppose nurses having this authority, while those in Kenya (94%), the UK (87%), Canada (87%), Uganda (84%), and South Africa (83%) are most in favor of it.
The research shows that having greater independence and control over their practice area, sufficient staff, greater involvement in decisions impacting their work and patient care, and improved work-life balance have a significant impact on the likelihood that nurses from across the globe will remain in nursing, according to the survey authors.
And, they added, that is important as countries all over the world struggle to provide quality care to all patients. Displeased nurses fleeing the system could have disastrous effects on a country's healthcare. Nurses represent the largest group of healthcare providers in the world, which is why ICN Chief Executive Officer David Benton said that it is urgent to respond to their needs with adequate staffing, greater independence, and greater involvement in decision-making.
"Nurses globally are thinking about leaving the profession, which will further impact already burdened healthcare systems, including in countries such as Kenya, Uganda and South Africa," Benton said in a statement.
How does healthcare create more engaged nurses? Benton has this idea: "Nurses must be involved in crucial policy conversations as healthcare systems are growing, developing and changing."
Note: You can sign up to receiveHealthLeaders Media Global, a free weekly e-newsletter that provides strategic information on the business of healthcare management from around the globe.
When the ECRI Institute released its free white paper for the C-suite about hot technologies for 2009, it probably didn't surprise anyone to see electronic medical records top the list.
But the No. 2 ranking from the Plymouth Meeting, PA-based healthcare research firm wasn't as predictable: ultrahigh-field-strength MRIs.
More powerful—and expensive—than standard MRIs, ultrahigh-field-strength models provide higher-quality images that can help better evaluate dementia, multiple sclerosis, head injuries, and muscular disorders, among other ailments.
MRI magnet power is measured by a unit called a Tesla. A lower-strength MRI uses a 1.5 Tesla magnet, while ultrahigh-field-strength MRIs use a 3 Tesla magnet.
"If a 1.5 Tesla MRI is a four-cylinder engine, a 3 Tesla MRI is an eight-cylinder engine," says Tobias Gilk, a leading MRI expert and president at Mednovus, Inc., based in Leucadia, CA. Mednovus develops ferromagnetic detection products for MRI rooms.
Using a time-saving machine
In practical terms, Gilk says hospitals can use 3 Tesla MRIs to:
Produce higher-quality images for the same scanning duration as a 1.5 Tesla machine
Create images comparable to 1.5 Tesla MRIs in quality in considerably less time, thus increasing the amount of patients who can be scanned
Ultrahigh-field-strength MRIs received prominent ranking in the ECRI Institute's white paper because its experts were receiving plenty of questions about the technology from hospitals and health plans, says Diane Robertson, director of the firm's health technology assessment information service.
"I think the overall message for CEOs is they have to think not only twice, but three or four times before they acquire and implement any new technology," Robertson says.
The bottom line? For many hospitals with limited capital funds these days, it will be unlikely they can purchase a 3 Tesla machine for a new or replacement MRI system, according to the white paper.
A 3 Tesla MRI costs from $1.9–$2.5 million, compared to the $1–$1.5 million cost of a 1.5 Tesla model, Gilk says.
Wading into reimbursement muck
There are also reimbursement concerns, though such discussions can muddy, Gilk adds.
The Centers for Medicare & Medicaid Services generally will reimburse MRI exams for the same amount of money, regardless of the type of magnet used, though the reimbursement rates may vary by state, Gilk said.
Private payers, however, are using radiology benefits managers to negotiate reimbursement rates with hospitals and other providers. In those situations, a radiology benefits manager may set lower rates for 1.5 Tesla MRI exams, but also point more referrals to sites with those machines as opposed to facilities with 3 Tesla magnets, Gilk says.
Private payers are also asking hospitals whether a 3 Tesla exam was truly needed for a diagnosis, and if the answer is hazy, the payer could reject the claim, Robertson says.
In fact, it's not yet clear whether the higher-quality images from 3 Tesla MRIs have a positive effect on diagnostic outcomes, Gilk says.
It is important when considering ultrahigh-field-strength MRIs—or any of the other technologies discussed in the ECRI Institute's white paper—for CEOs to get all affected parties to the table, not just biomedical engineering and physicians, Robertson says. For example, with reimbursement rates potentially in question for higher-strength MRIs, it makes sense for a hospital's clinical coding team to be involved in MRI purchasing decisions, she added.