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Best Practices for Patient Engagement

Posted on July 13, 2017 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

The following is a guest blog post by Brittany Quemby, Marketing Strategist for Stericycle Communication Solutions, as part of the Communication Solutions Series of blog posts. Follow and engage with them on Twitter: @StericycleComms
Brittany Quemby - Stericycle
Knowledge is power… so the saying goes.  When it comes to patient engagement, it couldn’t be more true. Being “in tune” is the key to unlocking the ultimate patient experience. Knowing what your patients need and want allows you to close the gap and deliver on those desires, while developing a deeper connection through effective patient engagement.

Here at Stericycle Communication Solutions, we are a group of individuals with all different types of needs and wants as patients. Below are some of the best practices that we preach to our doctors and healthcare providers when it comes to patient engagement and the patient experience:

Connect with meaning – Reach us where we spend most of our time. Roughly two-thirds of us own a smartphone, meaning we have access at our fingertips.  We expect an interactive and omni experience with our healthcare providers. We are looking for simple ways to connect with our doctors, schedule appointments, and prepare for important appointments.  By engaging on these terms, healthcare practices can be sure to connect to patients on a deeper level and encourage repeat visits to their health system.

Engage through multiple and preferred channels – We expect our healthcare experience to fit seamlessly into the rest of our lives. This means integrating with the technologies that we prefer including online, in person, and on our devices.

Did you know that:

  • 91% of us email daily
  • 77% of us set up appointments with their primary care provider via phone call
  • Text messages have a 98% open rate

These simple touch points, enables you to effectively engage using more than one mode of communication, ensuring you connect with us the right way each time!

Get personal! – Patients are no different than the everyday consumer.  We love personalization. In fact, 47% of us said we wanted “personalized experiences” when it comes to our health. Communicating based on our specific needs and wants gets noticed and evokes action! This allows providers to not only connect on a more personal level with us, but also empowers us to take an active role in own healthcare.

Involve Us! – Keep us in the loop! We are more involved in our own health than ever before.  Use of health apps and wearables have doubled in the last two years. We want to play an active role when it comes to important healthcare related moments.  Both US consumers (77%) and doctors (85%) agree that the use of health apps and wearables helps patients engage in their health. We want to be involved; take advantage!

To learn more about effective patient engagement, download this patient engagement whitepaper.

The Communication Solutions Series of blog posts is sponsored by Stericycle Communication Solutions, a leading provider of high quality call center & telephone answering servicespatient access services and automated communication technology. Stericycle Communication Solutions combines a human touch with innovative technology to deliver best-in-class communication services.  Connect with Stericycle Communication Solutions on social media: @StericycleComms

Value-sizing The Patient Experience

Posted on June 8, 2017 I Written By

The following is a guest blog post by Sarah Bennight, Marketing Strategist for Stericycle Communication Solutions, as part of the Communication Solutions Series of blog posts. Follow and engage with them on Twitter: @StericycleComms

In health IT, we talk about the patient experience all the time. Many of us have dedicated our entire careers to improving the patient experience. It has become so central to improving healthcare that patient-reported experience results determine a significant portion of reimbursement.

But today’s patient experiences do beg the question: are they a pie in the sky dream or something tangible that can be addressed in our organizations?

To tackle the patient experience, we have to audit all contact points to determine areas of weakness. A great way to start is by creating a healthcare consumer journey map. Identifying each point a patient could potentially interact with your organization is key to ensuring their experience will be great. Once you have identified each potential encounter, mystery shop that experience as if you were the patient to test your brand’s current performance. When determining whether or not your organization provides a great brand experience, you may find yourself comparing your performance to the top brands you work with on a daily basis.

For example, I recall a time when I studied abroad in the United Kingdom. Upon arriving in a foreign country after 22 hours of travel with little sleep, I needed to eat. I vaguely recalled passing a familiar restaurant sign on the way to my flat: McDonalds. And though I didn’t really love the golden arches at the time, I chose to eat there. Why? Because I knew what to expect. I knew how to order, what menu items would be available, and what it would taste like.

By focusing on consistent interactions and expectations for their customers, McDonalds has created a strong brand. In fact, when asked about introducing new products during a 2010 CNBC interview, former CEO James Skinner said “[McDonald’s doesn’t] put something on the menu until it can be produced at the speed of McDonalds.”

Can your healthcare consumers count on a consistent experience when contacting your organization? Your brand experience should encompass the entire health system to build confidence and loyalty in your brand. Creating consistency across each encounter begins with simple questions. Was their initial call met with a timely, sincere, and welcoming voice? Was parking convenient? Are average waiting times reasonable? Do Center A and Center B provide the same quality support? Is their bill easy to understand? If your answers are all yes, it’s more likely that patients will continue to choose your organization.

When patients feel confidence about provided services and perceive value in the care you provide, brand loyalty is achieved. What’s more, many studies show that patients who have great healthcare experiences and are confident in the level of care they receive will have better clinical outcomes. Value-based care demands consistent, evidence-based clinical interactions. But we can’t leave out the important patient experience outside the walls of the exam room.

After my exhaustive travels, I certainly had a better outcome by relying on my trust in McDonalds’ brand. I chose to value-size my meals frequently throughout my England journey – not because it was the best tasting food, but because I could always rely on consistently convenient and quality experiences. The healthcare industry can certainly learn a lot more from cutting edge commercial companies when it comes to creating loyalty. To learn more about the patient journey and loyalty, download our e-book.

The Communication Solutions Series of blog posts is sponsored by Stericycle Communication Solutions, a leading provider of high quality call center & telephone answering servicespatient access services and automated communication technology. Stericycle Communication Solutions combines a human touch with innovative technology to deliver best-in-class communication services.  Connect with Stericycle Communication Solutions on social media: @StericycleComms

Seven Factors That Will Make 2018 A Challenging Year For EMR Vendors

Posted on May 24, 2017 I Written By

Anne Zieger is a healthcare journalist who has written about the industry for 30 years. Her work has appeared in all of the leading healthcare industry publications, and she's served as editor in chief of several healthcare B2B sites.

Unless they’re monumentally important, I generally don’t regurgitate the theories researchers develop about health IT. But this time I’m changing strategies. While their analysis may not fit in the “earth shattering” category, I thought their list of factors that will shape 2018’s EMR market was dead on, so here it is.

According to a report created by analyst firm Kalorama Research, a number of trends are brewing which could make next year a particularly, well, interesting one for EMR vendors. (By the by, the allegedly Chinese curse, “May you live in interesting times” probably wasn’t Chinese in origin — it seems to have been minted in the 19th century by a British politician named Joseph Chamberlain. But I digress.)

According to Kalorama publisher Bruce Carlton, many forces are converging, including:

  • Frustrated physicians: Physician rage over clunky EMRs may boil over next year. No one vendor seems positioned to scoop up their business, but of course many will try.
  • Hospital EMR switches: While hospitals have been switching out EMRs for quite some time, defections may climb to new levels. Their main objective: Improve workflows.
  • Emerging technologies: Trendy approaches like dashboarding, blockchain and advanced big data analytics will begin to be integrated with existing EMR technologies. Or as the report notes, “the Old EMR doesn’t cut it anymore.”
  • IT staff shortages: It takes a pretty seasoned IT pro to run an EMR, but they’re hard to find, especially if you want them to have a lot of relevant experience. But without their expertise, provider organizations may not get the most out of their systems. This may spell opportunity for vendors offering better service, the report says.
  • Breach of the day: With each cybersecurity breach, EMRs get negative coverage, and the effects of this bad PR are accreting. Tales of ransomware, a particularly lurid form of cybercrime, are only making things worse.
  • Many EMR vendors remain: Despite a barrage of M&A activity in the sector, there are still over 1,000 vendors in the EMR space, Kalorama notes. In other words, competition for EMR customers will still be brisk, particularly given that no one vendor – even giants like Cerner and Epic – owns more than one-fifth of the market (This assertion comes from firm’s own market estimates.)
  • New Administration, new goals: To date the White House hasn’t proposed specific changes to health IT policy, but one clue comes from the appointment of an HHS Secretary who dislikes the meaningful use program. Anything could happen here.

In addition to the factors cited by Kalorama, I’d suggest one other trend to consider. As I’ve noted above, Kalorama argues that customers will demand EMRs that incorporate sexy new technologies, perhaps more so than in the past. I’d go further with this projection. From what I’m hearing, a consensus is emerging that EMR architectures must be completely deconstructed and rethought for today’s data.

With important data flows emerging from wearables, apps, remote monitoring devices and the like, it may not makes sense to put a big database at the center of the EMR platform anymore. After all, what’s the point of setting up an enterprise EMR as the ultimate source of truth if so much important data is being generated by mobile devices at the network edge?

Anyway, that’s my two cents, along with Kalorama’s predictions. What do you think 2018 will look like for EMR vendors, and why?

Scenarios for Health Care Reform (Part 2 of 2)

Posted on May 18, 2017 I Written By

Andy Oram is an editor at O'Reilly Media, a highly respected book publisher and technology information provider. An employee of the company since 1992, Andy currently specializes in open source, software engineering, and health IT, but his editorial output has ranged from a legal guide covering intellectual property to a graphic novel about teenage hackers. His articles have appeared often on EMR & EHR and other blogs in the health IT space. Andy also writes often for O'Reilly's Radar site (http://oreilly.com/) and other publications on policy issues related to the Internet and on trends affecting technical innovation and its effects on society. Print publications where his work has appeared include The Economist, Communications of the ACM, Copyright World, the Journal of Information Technology & Politics, Vanguardia Dossier, and Internet Law and Business. Conferences where he has presented talks include O'Reilly's Open Source Convention, FISL (Brazil), FOSDEM, and DebConf.

The first part of this article suggested two scenarios that could promote health care reform. We’ll finish off the scenarios in this part of the article.

Capitalism Disrupts Health Care

In the third scenario, reform is stimulated by an intrepid data science firm that takes on health care with greater success than most of its predecessors. After assembling an impressive analytics toolkit from open source software components–thus simplifying licensing–it approaches health care providers and offers them a deal they can’t refuse: analytics demonstrated to save them money and support their growth, all delivered for free. The data science firm asks in return only that they let it use deidentified data from their patients and practices to build an enhanced service that it will offer paying customers.

Some health care providers balk at the requirement to share data, but their legal and marketing teams explain that they have been doing it for years already with companies whose motives are less commendable. Increasingly, the providers are won over. The analytics service appeals particularly to small, rural, and safety-net providers. Hammered by payment cuts and growing needs among their populations, they are on the edge of going out of business and grasp the service as their last chance to stay in the black.

Participating in the program requires the extraction of data from electronic health records, and some EHR vendors try to stand in the way in order to protect their own monopoly on the data. Some even point to clauses in their licenses that prohibit the sharing. But they get a rude message in return: so valuable are the analytics that the providers are ready to jettison the vendors in a minute. The vendors ultimately go along and even compete on the basis of their ability to connect to the analytics.

Once stability and survival are established, the providers can use the analytics for more and more sophisticated benefits. Unlike the inadequate quality measures currently in use, the analytics provide a robust framework for assessing risk, stratifying populations, and determining how much a provider should be rewarded for treating each patient. Fee-for-outcome becomes standard.

Providers make deals to sign up patients for long-term relationships. Unlike the weak Medicare ACO model, which punishes a provider for things their patients do outside their relationship, the emerging system requires a commitment from the patient to stick with a provider. However, if the patient can demonstrate that she was neglected or failed to receive standard of care, she can switch to another provider and even require the misbehaving provider to cover costs. To hold up their end of this deal, providers find it necessary to reveal their practices and prices. Physician organizations develop quality-measurement platforms such as the recent PRIME registry in family medicine. A race to the top ensues.

What If Nothing Changes?

I’ll finish this upbeat article with a fourth scenario in which we muddle along as we have for years.

The ONC and Centers for Medicare & Medicaid Services continue to swat at waste in the health care system by pushing accountable care. But their ratings penalize safety-net providers, and payments fail to correlate with costs as hoped.

Fee-for-outcome flounders, so health care costs continue to rise to intolerable levels. Already, in Massachusetts, the US state that leads in universal health coverage, 40% of the state budget goes to Medicaid, where likely federal cuts will make it impossible to keep up coverage. Many other states and countries are witnessing the same pattern of rising costs.

The same pressures ride like a tidal wave through the rest of the health care system. Private insurers continue to withdraw from markets or lose money by staying. So either explicitly or through complex and inscrutable regulatory changes, the government allows insurers to cut sick people from their rolls and raise the cost burdens on patients and their employers. As patient rolls shrink, more hospitals close. Political rancor grows as the public watches employer money go into their health insurance instead of wages, and more of their own stagnant incomes go to health care costs, and government budgets tied up in health care instead of education and other social benefits.

Chronic diseases creep through the population, mocking crippled efforts at public health. Rampant obesity among children leads to more and earlier diabetes. Dementia also rises as the population ages, and climate change scatters its effects across all demographics.

Furthermore, when patients realize the costs they must take on to ask for health care, they delay doctor visits until their symptoms are unbearable. More people become disabled or perish, with negative impacts that spread through the economy. Output decline and more families become trapped in poverty. Self-medication for pain and mental illness becomes more popular, with predictable impacts on the opiate addiction crisis. Even our security is affected: the military finds it hard to recruit find healthy soldiers, and our foreign policy depends increasingly on drone strikes that kill civilians and inflame negative attitudes toward the US.

I think that, after considering this scenario, most of us would prefer one of the previous three I laid out in this article. If health care continues to be a major political issue for the next election, experts should try to direct discussion away from the current unproductive rhetoric toward advocacy for solutions. Some who read this article will hopefully feel impelled to apply themselves to one of the positive scenarios and bring it to fruition.

Scenarios for Health Care Reform (Part 1 of 2)

Posted on May 16, 2017 I Written By

Andy Oram is an editor at O'Reilly Media, a highly respected book publisher and technology information provider. An employee of the company since 1992, Andy currently specializes in open source, software engineering, and health IT, but his editorial output has ranged from a legal guide covering intellectual property to a graphic novel about teenage hackers. His articles have appeared often on EMR & EHR and other blogs in the health IT space. Andy also writes often for O'Reilly's Radar site (http://oreilly.com/) and other publications on policy issues related to the Internet and on trends affecting technical innovation and its effects on society. Print publications where his work has appeared include The Economist, Communications of the ACM, Copyright World, the Journal of Information Technology & Politics, Vanguardia Dossier, and Internet Law and Business. Conferences where he has presented talks include O'Reilly's Open Source Convention, FISL (Brazil), FOSDEM, and DebConf.

All reformers in health care know what the field needs to do; I laid out four years ago the consensus about patient-supplied data, widespread analytics, mHealth, and transparency. Our frustration comes in when trying to crack the current hide-bound system open and create change. Recent interventions by US Republicans to repeal the Affordable Care Act, whatever their effects on costs and insurance coverage, offer no promise to affect workflows or treatment. So this article suggests three potential scenarios where reform could succeed, along with a vision of what will happen if none of them take hold.

Patients Forge Their Own Way Forward

In the first scenario, a tiny group of selfer-trackers, athletes, and empowered patients start a movement that ultimately wins over hundreds of millions of individuals.

These scattered enthusiasts, driven to overcome debilitating health problems or achieve extraordinary athletic feats, start to pursue self-tracking with fanaticism. Consumer or medical-grade devices provide them with ongoing data about their progress, and an open source platform such as HIE of One gives them a personal health record (PHR).

They also take charge of their interactions with the health care system. They find that most primary care providers aren’t interested in the data and concerns they bring, or don’t have time to process those data and concerns in the depth they need, or don’t know how to. Therefore, while preserving standard relationships with primary care providers and specialists where appropriate, the self-trackers seek out doctors and other providers to provide consultation about their personal health programs. A small number of providers recognize an opportunity here and set up practices around these consultations. The interactions look quite different from standard doctor visits. The customers, instead of just submitting themselves to examination and gathering advice, steer the conversation and set the goals.

Power relationships between doctors and customers also start to change. Although traditional patients can (and often do) walk away and effectively boycott a practice with which they’re not comfortable, the new customers use this power to set the agenda and to sort out the health care providers they find beneficial.

The turning point probably comes when someone–probabaly a research facility, because it puts customer needs above business models–invents a cheap, comfortable, and easy-to-use device that meets the basic needs for monitoring and transmitting vital signs. It may rest on the waist or some other place where it can be hidden, so that there is no stigma to wearing it constantly and no reason to reject its use on fashion grounds. A beneficent foundation invests several million dollars to make the device available to schoolchildren or some other needy population, and suddenly the community of empowered patients leaps from a miniscule pool to a mainstream phenomenon.

Researchers join the community in search of subjects for their experiments, and patients offer data to the researchers in the hope of speeding up cures. At all times, the data is under control of the subjects, who help to direct research based on their needs. Analytics start to turn up findings that inform clinical decision support.

I haven’t mentioned the collection of genetic information so far, because it requires more expensive processes, presents numerous privacy risks, and isn’t usually useful–normally it tells you that you have something like a 2% risk of getting a disease instead of the general population’s 1% risk. But where genetic testing is useful, it can definitely fit into this system.

Ultimately, the market for consultants that started out tiny becomes the dominant model for delivering health care. Specialists and hospitals are brought in only when their specific contributions are needed. The savings that result bring down insurance costs for everyone. And chronic disease goes way down as people get quick feedback on their lifestyle choices.

Government Puts Its Foot Down

After a decade of cajoling health care providers to share data and adopt a fee-for-outcome model, only to witness progress at a snail’s pace, the federal government decides to try a totally different tack in this second scenario. As part of the Precision Medicine initiative (which originally planned to sign up one million volunteers), and leveraging the ever-growing database of Medicare data, the Office of the National Coordinator sets up a consortium and runs analytics on top of its data to be shared with all legitimate researchers. The government also promises to share the benefits of the analytics with anyone in the world who adds their data to the database.

The goals of the analytics are multi-faceted, combining fraud checks, a search for cures, and everyday recommendations about improving interventions to save money and treat patients earlier in the disease cycle. The notorious 17-year gap between research findings and widespread implementation shrinks radically. Now, best practices are available to any patient who chooses to participate.

As with the personal health records in the previous scenario, the government database in this scenario creates a research platform of unprecedented size, both in the number of records and the variety of participating researchers.

To further expand the power of the analytics, the government demands exponentially greater transparency not just in medical settings but in all things that make us sick: the food we eat (reversing the rulings that protect manufacturers and restaurants from revealing what they’re putting in our bodies), the air and water that surrounds us, the effects of climate change (a major public health issue, spreading scourges such as mosquito-borne diseases and heat exhaustion), disparities in food and exercise options among neighborhoods, and more. Public awareness leads to improvements in health that lagged for decades.

In the next section of this article, I’ll present a third scenario that achieves reform from a different angle.

Employer Health Biosensor Cartoon – Fun Friday

Posted on May 5, 2017 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

We’re back again with our Fun Friday series of posts A little humor to start off your weekend. Although, we always try to include a simple lesson, insight or perspective with the cartoon as well. This week we tapped into another Dilbert cartoon which highlights the health sensor craze.

The irony of this cartoon is that the reality is the opposite. Most employees think that their employer wants all this data to screw them over (or some other negative thing) and most employers do very little with the data. The most advanced companies are trying to leverage it for lower insurance rates. Not much more from my experience.

I wouldn’t be so generous to employers to say that they do it because they care so much about their employees health either. They do care about their employees health because absent employees hurt business. Plus, unhealthy employees cost employers a lot of money. Too cynical for a Fun Friday? Maybe, but the cartoon is still pretty funny.

Long story short, we have a lot of work to do to make health data tracking something that everyone wants to do.

Where HIMSS Can Take Health 2.0

Posted on April 24, 2017 I Written By

Andy Oram is an editor at O'Reilly Media, a highly respected book publisher and technology information provider. An employee of the company since 1992, Andy currently specializes in open source, software engineering, and health IT, but his editorial output has ranged from a legal guide covering intellectual property to a graphic novel about teenage hackers. His articles have appeared often on EMR & EHR and other blogs in the health IT space. Andy also writes often for O'Reilly's Radar site (http://oreilly.com/) and other publications on policy issues related to the Internet and on trends affecting technical innovation and its effects on society. Print publications where his work has appeared include The Economist, Communications of the ACM, Copyright World, the Journal of Information Technology & Politics, Vanguardia Dossier, and Internet Law and Business. Conferences where he has presented talks include O'Reilly's Open Source Convention, FISL (Brazil), FOSDEM, and DebConf.

I was quite privileged to talk to the leaders of Health 2.0, Dr. Indu Subaiya and Matthew Holt, in the busy days after their announced merger with HIMSS. I was revving to talk to them because the Health 2.0 events I have attended have always been stimulating and challenging. I wanted to make sure that after their incorporation into the HIMSS empire they would continue to push clinicians as well as technologists to re-evaluate their workflows, goals, and philosophies.

I’m not sure there is such a thing as a typical Health 2.0 event, but I generally see in such events a twofold mission. Sometimes they orient technologists to consider the needs of doctors and patients (as at a developer challenge). Other times they orient clinicians and health care institutions to consider the changes in goals and means that technology requires, as well as the strains caused by its adoption (as in a HxRefactored conference). Both of these activities disturb the cozy status quo in health IT, prodding its practitioners to try out new forms of research, design, and interaction. Health 2.0 was also happy to publish my own articles trying to untangle the standard confusion around health care.

For HIMSS, absorbing Health 2.0 is about as consequential as an ocean liner picking up a band of performing musicians along its ports of call. For Health 2.0, the impact could be much larger. Certainly, they gain the stability, funding opportunities, and administrative support that typically come with incorporation into a large, established institution. But can they keep their edge?

Subaiya and Holt assured me that Health 2.0 maintains its independence as part of HIMSS. They will be responsible for some presentations at the mammoth annual HIMSS conferences. They also hope to bring more buyers and sellers together through the HIMSS connection. They see three functions they can provide HIMSS:

  • A scanner for what’s new. HIMSS tends to showcase valuable new technologies a couple years after Health 2.0 discovers them.

  • A magnet to attract and retain highly innovative people in health IT.

  • A mechanism for finding partners for early-stage companies.

Aside from that, they will continue and expand their international presence, which includes the US, Japan, South Korea, China, and India. Interestingly, Subaiya told me that the needs expressed in different countries are similar. There aren’t separate mHealth or IT revolutions for the US and India. Instead, both call for increased used of IT for patient education, for remote monitoring and care, and for point-of-care diagnostics. Whether talking about busy yuppies in the city or isolated rural areas lacking doctors, clinicians find that health care has to go to the patient because the patient can’t always come to a health care center. If somebody can run a test using a cheap strip of paper and send results to a doctor over a cell phone, health coverage becomes more universal. Many areas are also dealing with the strains of aging populations.

HIMSS leadership and Health 2.0 share the recognition that health happens outside the walls of hospitals: in relationships, communities, schools, and homes. Health 2.0 will push that philosophy strongly at HIMSS. They will also hammer on what Subaiya calls health care’s “unacceptables”: disparities across race, gender, and geographic region, continued growth in chronic disease, and resulting cost burdens.

Subaiya and Holt see the original mission of HIMSS as a beneficial one: to create technologies that enhance physician workflows. Old technologies turned out to be brittle and unable to evolve, though, as workflows radically changed. As patient engagement and collaboration became more important, EHRs and other systems fell behind.

Meanwhile, the mobile revolution brought new attention to apps that could empower patients, improve monitoring, and connect everybody in the health care system. But technologists and venture capitalists jumped into health care without adequate research into what the users needed. Health 2.0 was created several years ago to represent the users, particular patients and health care consumers.

Holt says that investment is still increasing, although it may go into services instead of pure tech companies. Some is money moving from life sciences to computer technologies such as digital therapeutics. Furthermore, there are fewer companies getting funded than a few years ago, but each company is getting more money than before and getting it faster.

Subaiya and Holt celebrate the continued pull of health care for technologists, citing not only start-ups but substantial investment by large tech corporations, such as the Alphabet company Verily Life Sciences, Samsung, and Apple. There’s a particularly big increase in the use of data science within health care.

Some companies are integrating with Alexa to make interactions with consumers more natural. Intelligent decision support (as seen for instance in IBM’s Watson) is taking some of the burden off the clinician. For mental health, behavioral health, and addiction, digital tech is reducing stigma and barriers to those who need help.

In short, Health 2.0 should not be constrained by its new-found partner. The environment and funding is here for a tech transformation of health care, and Health 2.0’s work is cut out for it.

Staying Connected Beyond the Patient Visit

Posted on April 20, 2017 I Written By

The following is a guest blog post by Brittany Quemby, Marketing Strategist for Stericycle Communication Solutions, as part of the Communication Solutions Series of blog posts. Follow and engage with them on Twitter: @StericycleComms
Brittany Quemby - Stericycle
I see it everywhere I go – heads down, thumbs flexing. We live in an era where our devices occupy our lives. When I’m sitting at the airport waiting for my flight, standing in line at the grocery store, waiting to be called at my doctor’s office, I see it – heads down, thumbs flexing. Although I wish we weren’t always heads down in our phones, it is inevitable, we rely on our smartphone to stay connected.  As it stands today, roughly two-thirds of Americans own a smart phone, meaning they have access to email, voice, and text at their fingertips.

The increase in connectivity that the smartphone gives its user provides physicians a whole new way to communicate beyond the patient visit. Below are some tips that can help healthcare professionals stay connected while improving engagement, behaviors, and revenue outcomes.

Consider the patient’s preferences
Quite often only one piece of contact information is gathered for a patient and it is typically a home phone number. Patients expect to be communicated with where it is convenient for them, and in a recent survey on preferred communication methods, 76 percent off respondents said that text messages were more convenient above emails and phone calls.  If you are looking to connect with patients in a meaningful way, consider asking them their preferred method of contact to help maximize your engagement.

Use a various methods of communication
Recently we surveyed over 400 healthcare professionals to learn about the ways they are communicating and engaging with their patients. Our findings revealed that 41 percent of physicians and healthcare professionals utilize various methods to connect and communicate with their patients.  Long gone are the days when you could reach someone by a simple phone call. Today, if I need to get in touch with someone this is how it goes down: I will email them, then I will call them to let them know I emailed them, and then I text them to tell them to go read my email.  A recent report shows that on average 91 percent of all United States consumers use email daily and that text messages have a 45 percent response rate and a 98 percent open rate. Connecting with patients through multiple channels of communication can show a significant change in patient responsiveness and behavior, including an increase in healthcare ownership, a decrease in no shows, and a substantial increase in revenue.

Automate your patient communication messages
Investing in an automated patient communication solution is a great way to connect with your patients beyond the doctor’s office. It will not only increase patient behaviors, efficiencies, satisfaction and convenience, but will also dramatically impact your bottom-line.

A comprehensive automated patient communication platform allows include regular and frequent communication from your organization to the patient in a simple and easy way.  Consider implementing some of the following automated communication tactics to help you increase your practice’s efficiencies while continuing to engage with patients outside of the office:

  • Send appointment reminders: Send automated appointment reminders to ensure patients show up to their appointment both on time and prepared.
  • Follow-up communication: Patients only retain 20 to 60 percent of information that is shared with them during the appointment. Send a text or email with pertinent follow-up information to increase patient satisfaction and decrease readmissions.
  • Program promotion: Connect with patients to encourage them to come in for important initiatives your practice is holding like your flu-shot clinic.
  • Message broadcast: Communicate important information like an office closure or rescheduling due to severe weather.

The Communication Solutions Series of blog posts is sponsored by Stericycle Communication Solutions, a leading provider of high quality call center & telephone answering servicespatient access services and automated communication technology. Stericycle Communication Solutions combines a human touch with innovative technology to deliver best-in-class communication services.  Connect with Stericycle Communication Solutions on social media: @StericycleComms

AMIA Shares Recommendations On Health IT-Friendly Policymaking

Posted on April 17, 2017 I Written By

Anne Zieger is a healthcare journalist who has written about the industry for 30 years. Her work has appeared in all of the leading healthcare industry publications, and she's served as editor in chief of several healthcare B2B sites.

The American Medical Informatics Association has released the findings from a new paper addressing health IT policy, including recommendation on how policymakers can support patient access to health data, interoperability for clinicians and patient care-related research and innovation.

As the group accurately notes, the US healthcare system has transformed itself into a digital industry at astonishing speed, largely during the past five years. Nonetheless, many healthcare organizations haven’t unlocked the value of these new tools, in part because their technical infrastructure is largely a collection of disparate systems which don’t work together well.

The paper, which is published in the Journal of the American Medical Informatics Association, offers several policy recommendations intended to help health IT better support value-based health, care and research. The paper argues that governments should implement specific policy to:

  • Enable patients to have better access to clinical data by standardizing data flow
  • Improve access to patient-generated data compiled by mHealth apps and related technologies
  • Engage patients in research by improving ways to alert clinicians and patients about research opportunities, while seeing to it that researchers manage consent effectively
  • Enable patient participation in and contribution to care delivery and health management by harmonizing standards for various classes of patient-generated data
  • Improve interoperability using APIs, which may demand that policymakers require adherence to chosen data standards
  • Develop and implement a documentation-simplification framework to fuel an overhaul of quality measurement, ensure availability of coded EHRs clinical data and support reimbursement requirements redesign
  • Develop and implement an app-vetting process emphasizing safety and effectiveness, to include creating a knowledgebase of trusted sources, possibly as part of clinical practice improvement under MIPS
  • Create a policy framework for research and innovation, to include policies to aid data access for research conducted by HIPAA-covered entities and increase needed data standardization
  • Foster an ecosystem connecting safe, effective and secure health applications

To meet these goals, AMIA issued a set of “Policy Action Items” which address immediate, near-term and future policy initiatives. They include:

  • Clarifying a patient’s HIPAA “right to access” to include a right to all data maintained by a covered entity’s designated record set;
  • Encourage continued adoption of 2015 Edition Certified Health IT, which will allow standards-based APIs published in the public domain to be composed of standard features which can continue to be deployed by providers; and
  • Make effective Common Rule revisions as finalized in the January 19, 2017 issue of the Federal Register

In looking at this material, I noted with interest AMIA’s thinking on the appropriate premises for current health IT policy. The group offered some worthwhile suggestions on how health IT leaders can leverage health data effectively, such as giving patients easy access to their mHealth data and engaging them in the research process.

Given that they overlap with suggestions I’ve seen elsewhere, we may be getting somewhere as an industry. In fact, it seems to me that we’re approaching industry consensus on some issues which, despite seeming relatively straightforward have been the subject of professional disputes.

As I see it, AMIA stands as good a chance as any other healthcare entity at getting these policies implemented. I look forward to seeing how much progress it makes in drawing attention to these issues.

Study Offers Snapshot Of Provider App Preferences

Posted on March 20, 2017 I Written By

Anne Zieger is a healthcare journalist who has written about the industry for 30 years. Her work has appeared in all of the leading healthcare industry publications, and she's served as editor in chief of several healthcare B2B sites.

A recent study backed by HIT industry researchers and an ONC-backed health tech project offers an interesting window into how healthcare organizations see freestanding health apps. The research, by KLAS and the SMART Health IT Project, suggests that providers are developing an increasingly clear of what apps they’d like to see and how they’d use them.

Readers of this blog won’t be surprised to hear that it’s still early in the game for healthcare app use. In fact, the study notes, about half of healthcare organizations don’t formally use apps at the point of care. Also, most existing apps offer basic EMR data access, rather than advanced use cases.

The apps offering EMR data access are typically provided by vendors, and only allow users to view such data (as opposed to documenting care), according to the study report. But providers want to roll out apps which allow inputting of clinical data, as this function would streamline clinicians’ ability to make an initial patient assessment, the report notes.

But there are other important app categories which have gained an audience, including diagnostic apps used to support patient assessment, medical reference apps and patient engagement apps.  Other popular app types include clinical decision support tools, documentation tools and secure messaging apps, according to researchers.

It’s worth noting, though, that there seems to be a gap between what providers are willing to use and what they are willing to buy or develop on their own. For example, the report notes that nearly all respondents would be willing to buy or build a patient engagement app, as well as clinical decision support tools and documentation apps. The patient engagement apps researchers had in would manage chronic conditions like diabetes or heart disease, both very important population health challenges.

Hospital leaders, meanwhile, expressed interest in using sophisticated patient portal apps which go beyond simply allowing patients to view their data. “What I would like a patient app to do for us is to keep patients informed all throughout their two- to four-hours ED stay,” one CMO told researchers. “For instance, the app could inform them that their CBC has come back okay and that their physician is waiting on the read. That way patients would stay updated.”

When it came to selecting apps, respondents placed a top priority on usability, followed by the app’s cost, clinical impact, capacity for integration, functionality, app credibility, peer recommendations and security. (This is interesting, given many providers seem to give usability short shrift when evaluating other health IT platforms, most notably EMRs.)

To determine whether an app will work, respondents placed the most faith in conducting a pilot or other trial. Other popular approaches included vendor demos and peer recommendations. Few favored vendor websites or videos as a means of learning about apps, and even fewer placed working with app endorsement organizations or discovering them at conferences.

But providers still have a few persistent worries about third-party apps, including privacy and security, app credibility, the level of ongoing maintenance needed, the extent of integration and data aggregation required to support apps and issues regarding data ownership. Given that worrisome privacy and security concerns are probably justified, it seems likely that they’ll be a significant drag on app adoption going forward.