Wednesday, March 26, 2014

What's in your Patient Portal???


Now consider what could be in your portal…



A revolutionary new way to engage and empower all stakeholders in the healthcare learning system.

Think for a moment about Gamification and The Institute of Medicine's new report  "The Path to Continuously Learning Health Care in America"

The Characteristics of a Continuously Learning Health Care System...

Science and Informatics
Real-time access to knowledge—A learning health care system continuously and reliably captures, curates, and delivers the best available evidence to guide, support, tailor, and improve clinical decision making and care safety and quality.

Digital capture of the care experience— A learning health care system captures the care experience on digital platforms for real-time generation and application of knowledge for care improvement. 

Patient-Clinician Partnerships
Engaged, empowered patients— A learning health care system is anchored on patient needs and perspectives and promotes the inclusion of patients, families, and other caregivers as vital members of the continuously learning care team.

Incentives
Incentives aligned for value— A learning health care system has incentives actively aligned to encourage continuous improvement, identify and reduce waste, and reward high-value care.

Full transparency— A learning health care system systematically monitors the safety, quality, processes, prices, costs, and outcomes of care, and makes information available for care improvement and informed choices and decision making by clinicians, patients, and their families.

Continuous Learning Culture
Leadership-instilled culture of learning— A learning health care system is stewarded by leadership committed to a culture of teamwork, collaboration, and adaptability in support of continuous learning as a core aim.

Supportive system competencies— A learning health care system constantly refines complex care operations and processes through ongoing team training and skill building, systems analysis and information development, and creation of the feedback loops for continuous learning and system improvement.

These games represent more than education, more than engagement – they represent an innovative way for patients and clinicians to work together for a healthier tomorrow.

We are successfully changing the current landscape through integrated delivery systems, higher quality care, and advanced technology. These innovations are transforming the way we manage populations through big data.

But once the opportunity has been identified, do we have the tools to close the gap?

We do now -

This has been the most amazing journey yet, and now because of your overwhelming interest and support we have a new venture…. www.mHealthgames.com

If you are looking to add games to your current patient portal – this is AWESOME!


If you need a portal and games - We can HELP you too!


Patient enrollment, use, and satisfaction with patient portals

Many physicians are adopting patient portals in response to governmental incentives for meaningful use (MU), but the stage 2 requirements for portal use may be particularly challenging for newer electronic health record (EHR) users. This study examines enrollment, use based on MU requirements, and satisfaction in a recently-adopting fee-for-service multispecialty system. The Centers for Medicare and Medicaid Services (CMS) financial incentives for meaningful use (MU)1 likely will persuade many reluctant doctors to adopt electronic health records (EHRs). However, there are strong concerns about whether most physicians will be able to adopt and utilize these EHRs to meet MU standards.
The study team examined data from 2010 to 2012 of users of a available patient portal linked to the EHR of a multispecialty academic group practice and 10 affiliated community primary care clinics. Patient portals linked to commercial EHRs are likely to offer the most commercially practical way for new EHR users to meet CMS MU patient access regulations. The results indicate that even some large centers with patient portals will have difficulty with some of their physicians' enrollment targets.
The study suggests that patients at later-adopting centers are moving quickly to embrace online programs, and that primary care, but not specialty physicians, can satisfy many of their expectations even without large redesigns of care.

The next-generation set of standards for patient-centered medical homes, called PCMH 2014.

The National Committee for Quality Assurance has released a next-generation set of standards for patient-centered medical homes, called PCMH 2014.
The accreditation organization uses the standards to assess primary care practices seeking NCQA PCMH Recognition. About 7,000 practice sites with 35,500 clinicians have received recognition and that accounts for more than 10 percent of the nation’s practices, according to NCQA.
The new standards cover six primary areas: patient-centered access, team-based care, population health management, care management and support, care coordination and care transitions, and performance measurement and quality improvement.
Further, there are six must-pass elements necessary for recognition: patient-centered appointment access, components of the practice team, using data for population management, care planning and self-care support, referral tracking and follow-up, and implementing continuous quality improvement.
“To earn NCQA recognition, practices must meet rigorous standards for addressing patient needs; for example, offering access after office hours and online so patients can get care and advice where and when they need it,” according to the organization. “PCMHs get to know patients in long-term partnerships, rather than through hurried, sporadic visits. They make treatment decisions with their patients, based on patient preference. They help patients become engaged in their own healthy behaviors and healthcare.”
NCQA also continues to emphasize the importance of meaningful use of health information technology and health information exchange to support coordinated and patient-centered care, across provider sites.
According to NCQA, changes in the new standards include:
* Integrating behavioral health into a practice: Practices are expected to collaborate with behavioral health providers and communicate the benefits of such treatment to patients.
* Focusing care management on high-need populations:  Practices are expected to address socioeconomic drivers of health and poorly controlled or complex conditions.
* Enhanced emphasis on team-based care: This includes a higher emphasis on collaboration with patients and establishing team-based care as a “must-pass” criterion.
* Implementing the Triple Aim of care: Practices must demonstrate improving use of the three domains of Triple Aim--patient experience, cost and clinical quality.
* Sustained transformation: Practices must show they comply with NCQA standards over long periods.
The new patient-centered medical home standards are available here.

Tuesday, March 25, 2014

LA doctors practice speeding up trauma care

WEST HOLLYWOOD, Calif. (AP) - Before the car-wreck victim reached the emergency room, doctors, residents and nurses at Cedars-Sinai Medical Center knew what to expect by glancing at their smartphones.
The details came in the staccato of text messages: A 35-year-old man had driven head-on into a bus. He suffered major chest injuries. His vital signs were crashing.
This was not just another day in the hospital. It was a laboratory billed as the "OR of the future," an ongoing experiment aimed at breaking down barriers that bog down care through open communication, better use of technology and teamwork.
In reality, trauma care is rarely this organized. But those who are prized for individual skills are increasingly learning that when it comes to treating trauma patients from accidents, natural disasters or terrorist bombings, communication and coordination can determine whether someone lives or dies.
At an office building less than a mile from the main Cedars-Sinai campus, doctors are guinea pigs in simulations designed to test such skills.
There's a "mission control" room filled with video screens where trainers keep track of the action. The walls are see-through. Open workspaces are favored over cubicles.
At the heart of the lab is a room that could be outfitted as the ER, operating room or intensive care unit - depending on the practice of the day. Medical simulation labs have evolved over the years, from simple lifelike models of body parts that doctors train on to full-blown replications of hospital rooms where trainees can practice different situations. The Cedars-Sinai space strives to speed up trauma care by eliminating workflow disruptions and honing communication skills.
"Health care today is delivered more by teams rather than by individuals. We have to educate folks in teamwork skills," said William McGaghie, who heads a professional training institute at Loyola University Chicago Health Sciences Division.
Registered nurse Anna Doyle is used to working with doctors who parachute into the latest crisis, whether it's tending to the victim of a gunshot wound or rollover accident. It's often a chaotic scene, and not everyone takes the time to get to know one another.
During a recent rehearsal, a resident piped up and asked for everyone's names. For a second, it felt like the first day of school as introductions were made.
Doyle said she found the introductions calming - even if it was just practice.
"We had a personal moment ... that never happens," said Doyle, acknowledging that there's always a line of walking wounded in an emergency.
Armed with a $4 million grant from the Defense Department, doctors and nurses at Cedars-Sinai have been testing ways to improve trauma care by running simulations at the newly opened lab that oozes tech startup.
"This is a place for experimentation," surgeon-in-chief Dr. Bruce Gewertz said.
Before the lab opened, Gewertz and his colleagues followed real trauma patients from the moment they were unloaded from the ambulance to their transfer to the ICU. Along the way, the team documented obstacles that slowed down care: Too many people spoke at the same time, prompting a nurse to ask a resident to speak up. A patient went for a CT scan only to find another patient already in the scanner. A resident's cellphone rang while scrubbing in.
Most of the time, researchers found, delays in care were caused by a lack of communication and logistical hurdles.
The goal is to get everyone on the same page during the "golden hour," a concept borrowed from military medicine when time is of the essence.
The team recently partnered with a consulting firm to develop an in-house iPhone app that displays a patient's vitals and blasts out the information to the trauma team as members are assembling. There's also a text-messaging feature that allows doctors and nurses swarming in from various parts of the hospital to communicate with one another before the patient arrives.
It's too early to determine how much it would cost if the app was part of routine care, but Gewertz said it'll be relatively inexpensive, involving the cost of the phones and a monthly license fee for protected data storage.
On a recent weekday, the team's cellphones buzzed with the condition of the first "patient" of the day, the bus-crash victim.
Typically, doctors don't know vitals until a nurse scrawls them on a whiteboard.
Apps can be helpful, allowing medical teams to "know the information en route so they're not coming in cold," said Pam Jeffries, president of the Society for Simulation in Healthcare and a professor at the Johns Hopkins University School of Nursing. Jeffries is not involved in the Cedars-Sinai effort.
The patient - a high-tech dummy - was wheeled in, moaning and complaining. Doctors and nurses sprang into action, ripping off the dummy's clothes and placing a breathing tube before transferring him.
Despite the quick response, there were hiccups, mainly because of a lack of experience. Residents had trouble inserting the tube, and it took several tries to get it right.
For the second scenario, the team was not given advance information about the patient and kept going in circles asking for any details. A doctor said he heard it was a case of a pedestrian hit by a car.
"Do we know if it's male or female?" another asked.
"I don't know much more than auto versus" pedestrian, the doctor said.
The chief resident said there's worry about internal injuries and to make sure blood supply and other essentials were ready.
As if that weren't enough, they also had to deal with a fire - simulated smoke from dry ice was pumped into the room. One called out for the fire alarm to be shut off while the rest prepared to move the patient to a gurney.
In the chaos, doctors didn't realize the wheel on the gurney was locked and wasted time fiddling.
Despite the hiccups, the patients survived in both cases.



Medical advice without visit to a doctor

E-visit a doctor
E-visit a doctor: A new service allows patients to send an electronic message to Sanford Clinic, hear back from a doctor and have a prescription sent to a pharmacy. Reporter Jon Walker interviews a Sanford official and a patient 
A visit to the doctor now comes without the visit.
Sanford Health has begun offering an electronic option in clinical care. A patient with a health problem can sit at a computer, type a summary of symptoms, attach a credit card number and hit the send key. A response from a Sanford provider with a prescription or medical advice comes back in four hours or less. It costs the patient $55.
The format depends on a patient’s skills in self-diagnosis and the medical system’s ability to respond without any conversation or face-to-face interaction, but it’s mostly a bow to consumer convenience in the computer age.
“It’s so a patient can receive information they can trust as opposed to just Googling,” said Louise Papka, a physician assistant in acute care for Sanford.
Michele Kleinwolterink, 44, said it helped her. She could feel a sinus headache developing two weeks ago as she drove to her job as executive assistant at Bluestem, a private equity company in downtown Sioux Falls.
“I knew I needed to go to the doctor but it was a busy day,” she said. “Sinus headaches don’t just go away. You need meds as soon as possible.”
From her desk, she logged on to her account at My Sanford Chart, the health system’s online records platform. A prompt directed her to an e-visit page, where she answered questions and described her condition in a box allowing a narrative up to 250 characters.
“You answer the same questions you would in the doctor’s office and tell them about your pain,” she said.
It took her 10 minutes. She filed her request and waited.
Sanford pledges a response within four hours but says the average is half that time. It was shorter for Kleinwolterink.
“It only took 10 minutes ... to get an email back from a doctor and they said, ‘You have a prescription waiting for you at your pharmacy that you selected,’” she said.
Sanford has been doing a trial run with the program and last week began offering it to all patients in South Dakota, Iowa and Minnesota. It hopes to add North Dakota this summer. Patients filing an e-visit likely are not communicating with their own doctor but with someone in Sioux Falls who is either a physician or an advanced practice provider such as a physician assistant or nurse practitioner. Sanford has been receiving 20 to 30 requests a week.

7 nonemergency conditions covered

It’s only for adults, only for patients enrolled in the My Chart program and only for seven conditions that are not emergencies. The seven are sinus headache, pink eye, urinary tract infection, vaginal discharge, diarrhea, cough and back pain.

Helping patients control their health

Self-diagnosis plays to a Sanford goal of having patients take ownership of their own welfare, which is one pillar of the national health reform movement. Patients still will visit clinics to see doctors, and they still can call for what still is free advice over the telephone. The e-visit is an option for those with relatively minor problems, who prefer texting and don’t want to sit in a waiting room.
“A lot of problems, a patient is looking for confirmation,” said Dr. Dan Heinemann, chief medical officer at Sanford Clinic. “They don’t have anything serious that they can’t continue to manage at home. ... If I have chest pain, this is not going to do it. But if I have a cough, it’s relatively easy.”
Medicare doesn’t cover an e-visit, but some insurers do. Kleinwolterink said she paid $25 of the $55 fee with a credit card and that Blue Cross Blue Shield covered the rest.
The health charts are a secured format requiring membership and a password entry to ensure privacy. Identity fraud is always a concern in health care, with the intent usually to misuse insurance. The e-visit, though remote, is reliable communication, said Terri Carlson, vice president at Sanford Clinic.
“Our risk folks prefer this over telephone calls. We have objective data in the questions patients have answered,” Carlson said.

Sometimes intimate details in writing

Still, the e-visit marks a cultural shift for patients to commit to writing private details about their health in order to communicate with a website. Some of the seven conditions, such as sinus headaches and back pain, are generic problems, while the others are more intimate.
“It’s a sign of the times to be using technology ... to be making that connection between the consumer and the health care market,” said Lorna Saboe-Wounded Head, assistant professor of consumer affairs at South Dakota State University. “With the social networks, maybe people are more willing to explain the problems they have, even if it’s very personal.”

Safeguards for prescriptions

Randy Jones, executive director of the South Dakota Board of Pharmacy, said health providers are allowed to prescribe drugs by electronic format without seeing a patient. It should be an established patient-doctor relationship that includes safeguards to prevent prescriptions that are improper or premature, he said.
“If they say I’ve got this hacking cough, do they know if it’s viral or bacterial without a lab exam? The answer is no. I would have some concerns,” Jones said. “If the prescriber has valid concerns, they should require that patient to come in for a physical exam and potential lab tests.”
Sanford says it has those safeguards in place. Under those circumstances, “it can be done with care,” Jones said.
Heinemann said the questions a patient must answer serve as a filter.
“If a patient says in an e-visit, ‘I’m really short of breath, I have pain when I breathe,’ those are red flags and probably the individual needs to get in to see a doctor,” Heinemann said. “Most of the time ... I think we can do a pretty good job without seeing the patient.”

Sunday, March 23, 2014

Nintendo CEO outlines plan to move into health-related entertainment


Nintendo CEO outlines plan to move into health-related entertainment

Boxed in by rivals in video games, Nintendo outlined its plan to redefine itself as a health-oriented entertainment company in the coming decade. In a letter to shareholders, Nintendo chief executive Satoru Iwata said the company plans to expand beyond games to make entertainment that improves “quality of life” for people.
It is a risky strategy to expand beyond video games at a time when its core business is losing money and rivals like Sony, Microsoft, and mobile companies are gaining ground on it. But it’s also the kind of “blue ocean” strategy that Iwata has tried before — something that worked with the Wii console, which recorded more than 100 million in worldwide sales during its life.
Iwata talked about Nintendo’s history since its founding as a seller of Hanafuda, or traditional Japanese playing cards, 125 years ago. It innovated and shifted to becoming a toy company, then an electronic toy company, and then a video game company. Nintendo launched its first game console, the Nintendo Entertainment System, in 1983. Its Wii console in 2006 was a big success, but the Wii U has been a disaster, and the 3DS handheld isn’t selling as many as its predecessor, the DS.
So to adapt to the shifting market, Nintendo is expanding into health.
Vitality Sensor
Above: The Nintendo Vitality Sensor.
Image Credit: Nintendo
“As the business environment around us has shifted with the times, we have decided to redefine entertainment as something that improves people’s quality of life (“QOL”) in enjoyable ways and expand our business areas. What Nintendo will try to achieve in the next 10 years is a platform business that improves people’s QOL in enjoyable ways,” Iwata said.
Back in 2009, Nintendo hinted at a health entertainment strategy when it announced a “vitality sensor” that could measure your heartbeat and input that data into a Nintendo Wii game. But Nintendo never shipped that sensor.
Health tech is a rising, competitive field in the U.S. But to compete in it, Nintendo not only has to deal with competitors with more knowledge and more experience in the sector, but it may also need to learn how to work with the U.S. Food and Drug Administration. (Ask 23andMe how that went.)
He said that Nintendo will still remain focused on dedicated video game hardware and software platforms.
But he added, “We will attempt to establish a new business area apart from our dedicated video game business. We have set ‘health’ as the theme for our first step and we will try to use our strength as an entertainment company to create unique approaches that expand this business.”
While Nintendo continues to lose money, investors and analysts have clamored for the publisher to get into the mobile gaming business. But this is something the Japanese company has denied it’s doing. Others have talked about it acquiring or merging with other game companies.
Nintendo wants to expand its base of users, much like it did with the Wii, whose motion-sensing controller was so easy to use that it appealed to people who weren’t traditional video game fans. With its new health products and services, Iwata said that Nintendo wants to “create an environment in which more people are conscious about their health and in turn expand Nintendo’s overall user base.”
“What has remained the same from the past is that we have always tried to create something new from materials and technologies available at that time, to position entertainment as our core business and to improve people’s QOL in enjoyable ways,” Iwata said. “We will continue to value self-innovation in line with the times and aim for growth.”

Saturday, March 22, 2014

The Glucose Grizzly Challenge - We Need Your Help!!!



Unpredictable blood sugar swings, including a record amount of carbs, has made for difficult going this season. Practices have taken place in the gym, the parking lot, the cafeteria and rented facilities.




Mr. Apple White, the lead attacker for the defending champions the “Great Glucose Grizzlies” has a tremendous season, but it is that incredible teamwork that has gotten them this far.


With only 2 games left to go in the 2014 season the Grizzlies are up by one, but in jeopardy of forfeiting tonight’s game. They only need one more player! Are you up for the challenge? Click the bear above to play!


Isn't it time to become the STAR of your own HEALTH?

Friday, March 21, 2014

Do Consumers Understand Their Health Terms? New Health Literacy Innovations' Survey Suggests

When it comes to understanding basic health information, many Americans do not understand simple terms, even some of America's biggest chronic conditions, so says a new survey from Health Literacy Innovations (HLI), a company that creates tools to eliminate confusion from low health literacy.

Using Amazon Mechanical Turk (MTurk), a crowdsourcing Internet site, HLI asked 1,000 respondents to define 21 health terms. Some of the respondents offered correct definitions for some of the terms, yet many did not know what these terms meant or gave incorrect answers.

When asked to define "hypertension," 53.7% of those surveyed defined it as "high blood pressure." Yet, 12% "did not know" and another 9.8% defined hypertension as high blood sugar, a potentially dangerous wrong description, especially in a medical emergency. 

Other findings include:

Melanoma 
  • 59.2% defined melanoma as "skin cancer;" 15% defined it as "cancer" 
  • 11.3% "did not know"


Myocardial Infarction 
  • 64.5% defined "acute myocardial infarction" as "heart attack" 
  • 8.3% "did not know" 
  • 2.4% defined it as a "body part"


Hyperglycemia 
  • 59.4% defined "hyperglycemia" as "high blood sugar" 
  • 13% "did not know" 
  • 7% defined it as "diabetes"


Edema 

  • 44.7% defined edema as "swelling of a body part due to fluid retention" 
  • 29.7% "did not know" 
  • 24% defined it as a "body part"


Benign 

  • 64.9% defined benign as "not very harmful" 
  • 16.4% "did not know" 
  • 13.5% defined it as "very severe"


Other consumer responses included:
  • Bilateral: 16.9% "did not know"; 2.3% defined it as an "Illness" 
  • Analgesic: 24.5% "did not know" 
  • Angina: 28.9% "did not know"; 3% defined it as a "body part" 
  • Transdermal: 12.2% "did not know"; 8% said it was "skin issue"


"Given the complexity of the health care environment, it’s no surprise that many consumers are confused about simple health terms," says HLI's Chief Content Director Aracely Rosales. "Having good health literacy -- understanding basic health information, and how to read, act on, and follow information -- is crucial for America’s consumers, especially those new to health care via the Affordable Care Act. HLI’s Health Literacy Advisor, a comprehensive health literacy software tool, can help health care providers to explain simple health terms while creating industry standardization.


Read more: http://www.digitaljournal.com/pr/1789381#ixzz2waporwsv

Thursday, March 20, 2014

Humana deal to help Medicare members

If you’re one of Humana’s 41,000 Medicare Advantage members in Franklin, Fairfield, Licking and Delaware counties, you can expect your family doctor to know far more about which specialists you're seeing and how often you see them.
Humana officials expect that increased awareness to translate into better coordination of care, meant to improve members’ health at a lower cost.
The health insurer reached the new “pay-for-value” agreement with Health4, a health-care delivery model co-owned by the OhioHealth hospital system and the Medical Group of Ohio. The three-year deal, which took effect on Jan. 1, was disclosed this week.
Medicare Advantage patients “are going to see the same outcomes that we’ve demonstrated ... in the commercial population,” said Dr. John Schmeling, the Medical Group of Ohio’s CEO.
Since its creation in 2010, MGO officials said the organization has improved rates for breast, cervical and colorectal cancer screening, as well as for preventive visits and diabetes management.
As part of the deal with Humana, emphasis also will be placed on prescribing generic medications and avoiding X-rays on a patient’s initial visit for back pain, Schmeling said.
Humana has established similar partnerships in Cincinnati and northeastern Ohio, said Larry Costello, the insurer’s president for senior markets in Ohio.
Doctors have incentives to meet certain quality measures. A spokesman declined to specify how large the incentives would be, saying only that the payments would be a “needle-mover in terms of enabling proactive, integrated care delivery.”
Officials also declined to say how much improvement must be seen for specific health conditions in order for physicians to be rewarded monetarily.
Costello said the partnership is one of the first and largest such partnerships involving Medicare patients in central Ohio.
Such “accountable-care” deals are becoming common across the state. In October, for example, UnitedHealthcare and Mount Carmel Health Partners embarked on a similar three-year deal meant to improve the health of 20,000 patients.

Welltok acquires Seattle mobile health company Mindbloom

Welltok Inc., a Denver health-optimization company, continued its growth Thursday by acquiring Mindbloom, a Seattle mobile health company that it believes will help it to deliver more interactive mobile experiences.
Officials from Welltok did not disclose what they paid for Mindbloom, a builder of apps such as Bloom for inspiration and Life Game for life improvement. 
But they said they will use the company’s expertise and resources to expand Welltok’s CafeWell Health Optimization Platform that it offers to engage people more in their own health, working with insurers and health systems to promote its products.
“To profoundly change consumers’ health-related awareness, actions and behaviors for the better, we need an effective and practical platform to become ingrained in their daily lives,” said Jeff Margolis, Welltok chairman and CEO. “We were impressed by the Mindbloom team’s ability to integrate behavioral science and user-centered design principles with health-related content to deliver a superior consumer experience.”
The acquisition comes slightly more than one month after Welltok received $22.1 million in new funding, including the first investment from IBM’s newly created Watson Group.

Friday, March 14, 2014

Practice Anatomy and Physiology for ICD-10 with the NEW GAME "Wellness World Series"



Welcome Back Ladies and Gentleman!

This may prove to be one of the most exciting finishes of the World Wellness Series ever!The home team has one last chance to pull off a miracle... And you are their only hope! Dr. D.'s team is down by 3 runs at the bottom of the 9th with 2 outs on the board, and you have just been asked to step in as the designated hitter.

If you can correctly answer the questions, you won't strike out!!!

Click the logo above to play for FREE!!

Or visit us at www.healthstargames.com


Health providers may experience information and financial loss during transition to ICD-10

Health providers may experience information and financial loss during the mandated conversion from the current International Classification of Diseases to its new and improved version, report researchers at the University of Illinois at Chicago.
The study, appearing in the March issue of the Journal of Oncology Practice, looked at coding ambiguity for hematology-oncology diagnoses to anticipate challenges all providers may face during the transition from ICD-9-CM to ICD-10-CM.
The researchers chose to look at hematology-oncology because prior research suggested that, compared to other sub-specialties, it would have a simpler transition, due to fewer ICD-10 codes and less convoluted mappings.
The nation's health care system is scheduled to fully implement ICD-10 on Oct. 1, and many doctors and hospitals are still preparing for the transition. The system is used to classify and code all diagnoses, symptoms and procedures for reference in managing all aspects of health care - from insurance reimbursement to staffing decisions to supply procurement.
The ICD-10-CM includes more than 68,000 diagnostic codes, compared to 14,000 in ICD-9-CM. The Centers for Medicare and Medicaid Services provides a general equivalent mapping (GEM) code translation system, but it's complex and often difficult even for billers and coders to interpret, according to the researchers.
Codes often do not map one-to-one or one-to-many, says Andrew Boyd, UIC assistant professor in biomedical and health information sciences and one of the study's co-authors. A cluster of codes might map to several ICD-10 codes, which might then map back to different ICD-9 codes, he said.
In the study, the researchers used 2010 Illinois Medicaid data to identify ICD-9-CM outpatient codes and the associated reimbursements used by hematology-oncology physicians. The researchers identified 120 codes with the highest reimbursement for analysis.
They also looked at ICD-9-CM outpatient diagnosis codes and associated billing charges used by University of Illinois Cancer Center physicians from 2010 to 2012 and selected the 100 most-used codes.
Using a web-based tool developed at UIC, the researchers input the ICD-9 codes and translated them into ICD-10 codes. They looked at whether the translation made sense; whether a loss of clinical information occurred; and whether a loss of information had financial implications.
"What we found was the transition from ICD-9 to ICD-10 led to significant information loss, affecting about 8 percent of the Medicaid codes and 1 percent of the codes in our cancer clinic," said Dr. Neeta Venepalli, UIC assistant professor of hematology/oncology and first author of the study.
In looking at the financial implications, the researchers found that 39 ICD-9-CM codes with information loss accounted for 2.9 percent of total Medicaid reimbursements and 5.3 percent of UI Cancer Center billing charges.
The report highlights the 39 codes "to help identify that there might be trouble with reimbursement for these codes," said Boyd.

Thursday, March 13, 2014

Are your patients fluent in the language of their disease?



What are you doing to empower your patients into healthier behaviors? What tools have you giving them to support the journey to wellness?

Traditionally, physicians have used their power of their influence or the strength of their relationship to encourage healthier habits in patients.

Today’s delivery system is changing and evolving rapidly. New models of care that focus on the whole patient while integrating the entire system have greatly improved both the experience and outcome for stakeholders. This progress is incredible, but what more can we do?

CVS released recently a study that found 70% of patients don’t understand written medical instructions. How are you educating your patients on the disease and treatment? How much information is made available? How do you know if your patient read the material, and if they did – how much did they understand?

What if we could engage our patients with more than just data? Consider the value of teaching patients how to manage their chronic condition through fun and interactive games? Could games that teach and monitor their transition prevent re-admissions in high risk patients?

Yes, we can game our way to better health – one population at a time!!

 MISSION CRITICAL SPECIAL DELIVERY (cardiovascular disease)




DIABETES SPACE RACE (diabetes)







OR JUST CREATE A FREE ACCOUNT AND PLAY THEM ALL!!!


  • If you are a healthcare provider looking for fun new ways to engage and empower your patients please visit:  www.healthstargames.com and register for your free account!


  • If you live with a chronic disease and want to learn more about what you can do to live healthier – please visit: www.healthstargames.com and register for your free account!



  • If you work in healthcare and want to learn more about ICD-10 or Medicare Risk Adjustment, please create your free account at: www.healthstargames.com today!!!

PCMH Model is Alive and Well Despite One Negative Study

March 12, 2014 03:12 pm "Voices" Staff – The Patient-Centered Primary Care Collaborative (PCPCC) released a report in January that reviewed 20 patient-centered medical home (PCMH) studies released in the previous 17 months.
The majority of those studies found overall cost reductions and decreases in ER visits, and 40 percent reported fewer hospital admissions. Smaller percentages of the studies reported improvements in other vital areas, including improved population health or increased use of preventive services (30 percent), improvements in access to care (25 percent), patient satisfaction (20 percent), and hospital readmissions (15 percent).
Although that report reinforced the concept of the PCMH as the future model of primary care and provided a five-year summary of evidence supporting the model(www.pcpcc.org), it didn't generate much media attention. Good news rarely does.
Fast forward one month. The Journal of the American Medical Association (JAMA) released one PCMH study(jama.jamanetwork.com) in late February that found "limited improvements in quality" and no association with reductions in use of hospital, ER or ambulatory care services or total costs. Based on that one study, reports in some daily newspapers and on medical news websites declared the PCMH a failure. If the PCMH could be likened to a horse, it would be fair to say that some particularly critical bloggers were ready to take it out back and shoot it.
Well, put your shovels away. There will be no burial today.
The PCMH is a work in progress. The AAFP has been developing the model for 10 years, a result of the original Future of Family Medicine project. Despite the findings of this one study, we still think the PCMH is a vital part of our specialty's future. The Academy and others will continue to study and refine it.
Mark Friedberg, M.D., the corresponding author of the JAMA article, said in an interview with AAFP News that physicians should not "attach too much importance to any study" and that more research on the PCMH is needed.
It's worth noting that the Pennsylvania Chronic Care Initiative, the program studied in the JAMA article, launched in 2008 under PCMH standards that were updated by the National Committee for Quality Assurance (NCQA) three years later. NCQA plans to update its standards again(www.ncqa.org) this month. Again, it's a work in progress. We know more now than we did in 2008 about what works, what's required and how to implement it.
The JAMA study has other limitations, too.
The Pennsylvania practices involved in the study were given incentives to earn PCMH recognition but no incentives to reduce costs. The project also failed to target chronically ill patients. With no incentive to control costs and no priority to help improve the health of the system's biggest users of care, should it be a surprise that costs did not decline?
Becoming recognized as a PCMH does not magically improve care and reduce costs. There is more to it than marking off the boxes on a checklist. For example, improving access to care is an element of the PCMH, but practices in the study didn't offer evening hours or weekend care because that step isn't required to earn PCMH recognition. But that kind of patient-centered effort can lead to reduced health care costs and less use of ERs and hospitalization.
Furthermore, only half the NCQA-recognized practices in the study achieved Level 3. According to NCQA, 75 percent of recognized practices in pilot projects typically achieve Level 3. "A higher (and more typical) concentration of high-capability medical homes would probably have produced better outcomes," NCQA said in its response to the study(www.ncqa.org).
The PCPCC also responded(www.pcpcc.org), saying the study failed to measure other key elements of the PCMH, including patient engagement and satisfaction, team-based care, and behavioral health integration.
The Commonwealth Fund, which helped fund the Pennsylvania study, also defended the PCMH(www.commonwealthfund.org), making some of the same points we have here: that we better understand how to implement the model than we did in 2008, and patients with complex conditions should be targeted to improve outcomes and reduce utilization and costs. It also points out that the three-year study may not have been long enough to see the long-term benefits of the model.
Since the JAMA study was initiated in 2008, six other regions of Pennsylvania have started their own pilots. Based on lessons learned from the first study, these subsequent projects have been updated accordingly. It will be interesting to see the findings when these more recent projects are completed.
The bottom line is that one study that questions the value of the PCMH is no more valuable than one study that supports it. No one study should drastically alter the way we practice medicine. It is the totality of evidence that matters, and right now, we have a mountain of evidence that shows that in the majority of studies, the PCMH has been shown to decrease costs and improve outcomes.
One study can get our attention, which this one surely did, and make us scrutinize what we are doing. The JAMA article could help us learn how to better implement and study this evolving model, but it should not lead us to abandon it.