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Again, With More Gusto: Could Meaningful Use Incentives Be Slashed?

As readers of this publication know, your editor has previously held forth on the issue of whether Meaningful Use incentive funds could be cut in the current rush to snip budgets.

With the sequester seemingly moving forward, though, and continued budget-cutting fights underway, it seems a good time to address the matter again.  So I’ll plow on, partly in response to a nicely-detailed editorial by Tom Sullivan, editor of Government Health IT.

In his editorial, Sullivan notes that 40 percent of its readers expect health IT’s bipartsan support to continue, while 25 percent argue that opposition to health IT spending is brewing on the Hill. (Another 36 percent of his readers argued that health IT momentum would continue whether or not government keeps on doling out incentive funds.)

But are his readers right about the political climate?  To get more insight, Sullivan speaks to some authorities on the subject of health IT spending, including Scott Lundstrom, group vice president of consultancy for IDC’s Health Insights Unit.

In his comments, Lundstrom points out that while there’s probably enough support for health IT capabilities — notably improved processes and quality and controlling healthcare costs — there’s a catch.  He suggests that funds from HITECH which pay for the incentives, $10 billion of which still haven’t been disbursed, are a tempting target for budget shrinkers, possibly under the mantle of clawing back stimulus funding.

Lundstrom’s on to something there. Given that the stimulus was not a bipartisan project, it does seem to me that health IT fans may finally have something to worry about. That’s especially true given the letter four congressmen wrote to HHS in September arguing for a halt in Meaningful Use disbursements until better interoperability was achieved.

I’m not a political junkie and have no access to Capitol Hill chatter on this subject. But as a supporter of Meaningful Use payouts generally — if not every detail of their execution — I’m troubled by Lundstrom’s analysis, as I do think the lack of progress on  interoperability to date gives MU foes a toehold.

Cutbacks on EMR incentives would probably do little to stop the automation of hospitals.  But I think it’s fairly clear that market momentum would not push the reluctant small group practices which are still health IT challenged to pick up costly, confusing, hard to use EMRs without some reward for their efforts.  It’s that sector we should be worrying about if the budget cutters’ eye turns to that $10 million incentive reserve.

March 15, 2013 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.

Accenture: Five Questions Hospital Boards Should Ask Before EMR Buys

As we’ve noted in the past, hospitals are on not only an EMR buying binge, they’re doing a lot of switching from one EMR to another. Check out these stats from Accenture:

Accenture research shows that 4 to 4.5 percent of hospitals plan to make an EMR buying decision each year. This
could exceed 110+ EMR contracts or 200 to 250 hospitals per year. This trend is expected to continue well into the
future. In fact, in 2012, 50 percent of EMR deals [were] replacements, up from 30 percent in 2011, according to KLAS Research.

Whether your hospital is a switcher, a late adopter or  planning some kind of EMR upgrade, it’s making a decision of grave importance. So what are some of the key considerations boards should bear in mind? Here’s Accenture’s list of five key questions boards should keep front and center as they consider (more)  big EMR investments and plan for the future:

*  Does your current system offer enough functionality to meet up and coming Meaningful Use requirements, such as the ability to make patient family health histories and imaging results available? Does your current or contemplated EMR vendor have plans in place to keep up with future requirements/changes?

*  Is the EMR vendor’s development strategy in line with your strategy? “Boards should ask of the EMR vendor: do they have adequate resources…to help complete the business roadmap on time and successfully?” Accenture asks. And just as importantly: “Can the vendor help ensure that future product functions are strategically aligned to the healthcare [system's] key initatives?”

* Is your hospital currently on track to meet ICD-10 adoption and Meaningful Use Stage 2 requirements?  Is your vendor going to be able to help support you in these efforts as your hospital works to meet these multiple goals, or does it lack the resources to do so?

* If we decide to switch EMRs, do we have the internal resources needed to support such a bandwidth-sucking effort? Given competition for healthcare IT labor today, will you have the ability to hire on additional resources if needed? And while you’re at it, is your C-level and IT leadership solid enough to make such a treacherous journey?

* Can your hospital afford to switch EMRs, bearing in mind not only direct costs such as licensing, implementation and new technical support, but also ongoing support costs in the neighborhood of 20 percent per year?

To answer these questions, Accenture recommends you conduct an independent analysis of EMR vendors (presumably, rather than relying on analyst firms or peer feedback exclusively).  This sounds like a very good idea to me.

January 24, 2013 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.

A Hospital Chooses VistA EMR Over The Giants

Here’s a story out of the pages of Forbes which should make open source advocates happy. In it, we hear the tale of a northern California hospital which decided to buck corporate trends and go with VistA rather than pay for a big-ticket EMR from a vendor giant.

Three years ago, at the outset of its EMR search, Oroville Hospital was going down the same path as most of peers. But the CEO wasn’t terribly happy with that path. While the 153-bed hospital had shortlisted giants like Cerner, McKesson and Meditech as possible candidates, chief executive Robert Wentz was worried about the sky-high cost, disruption and — as a smaller facility — lack of clout with vendors, Forbes reports.

Shunning conventional choices, Wentz decided to take a risk on VistA. Not only did he go with the less-conservative choice, he decided not to partner with companies like Medsphere that help hospitals integrate and develop VistA to meet their needs. Instead, he chose to work with independent VistA experts (a rogue crew with day jobs of their own) rather than be tied to a particular vendor.

To coordinate the project, Wentz worked with the non-profit WorldVistA and Vista Expertise Network, both of which embrace hundreds of programmers with VistA smarts. Wentz worked with programmers from the two groups, not only to build  out the hospital’s EMR but also to develop additional add-ons such as an e-prescribing package. WorldVistA CIO helped Oroville get its package certified for Meaningful Use, which brought in $5 million.

Now, three years into the project, Oroville has spent about $10 million on its EMR, about one-half of what it expected to spend on the giant EMR-makers’ software.

Now, it’s worth bearing in mind that Wentz and his IT team had to be more flexible than they would have if an army of consultants from Cerner or Epic had run the show. (I love the part in the Forbes story where a programmer told Wentz he had to end the call so he could make a trip to Costco. Classic.)  But Oroville seems to have reaped the benefits.  I wonder if this story will lead to more VistA adoption…

January 15, 2013 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.

Do Epic Customers Have EMR Stockholm Syndrome?

John’s Note: I guess Anne didn’t see my post about the EMR Stockholm Syndrome. I think she adds to the discussion with this post though.

According to a recent piece appearing  in KevinMD.com,  by next year an astonishing 40 percent the U.S. population will have their medical data stored in an Epic system. Heaven only knows how many billions of dollars of IT capital outlay that represents. What we can safely guess is that not a single customer making up that list failed to make painful sacrifices to bring Epic on board.

Having spent so much and worked so hard to get Epic up and running, you’d expect to hear at least some complaints from hospital C-suites about the ordeal of it all.  And despite its popularity, you’d expect far more hospitals to blanch at the, uh, epic price tag on an Epic install and say “no  thanks.” But instead, you see hospital leader after hospital leader speaking glowingly about Epic and choosing it over competitors time and time again.

As author Paul Levy notes  (himself the former CEO of Beth Israel Deaconess Medical Center), Epic isn’t just expensive. It’s also something of a pain to work with:

*  Epic has  made a policy of not being interoperable with other EMRs, scuttling HIE plans that have become increasingly important to hospital business plans

* Epic decides when system upgrades are needed and changes to the EMR are needed

What Paul doesn’t mention, but is worth considering as well, is that Epic only gets installed if you work with teams of its relatively green staff members, hotshot types in their twenties who may be very smart are definitely on the arrogant side if reports I’ve heard are true.

So, if hospitals are still singing Epic’s praises after all of this stress and expense and letting a vendor dictate important aspects of its development roadmap, is the industry suffering from Stockholm Syndrome (a feeling of bonding with people who have captured you)? As Levy sees it, the answer seems to be yes.  What do you think?

December 12, 2012 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.

Hospitals Behind On EMR ROI Measurements

Buying an EMR is one of biggest investments a hospital IT department is likely to make. To date, however, few hospitals are planning for and implementing EMR ROI measures early in the game, according to a new study from Beacon Partners.

Beacon interviewed more than 300 healthcare leaders about the clinical system performance measures they used for their EMR, as well as the resulting ROI.  What researchers found out was that most respondents weren’t happy with their organization’s attempts to measure the ROI on their EMR spend — and that many hospitals aren’t directly measuring ROI at all.

According to healthcare leaders who spoke with Beacon, quality management and IT departments, rather than financial executives,  generally institute EMR performance measures. All told, 40 percent of respondents said that they were using performance measures, but only 36 percent were satisfied with the extent to which the data was being used to measure the value EMRs brought to their organization, Beacon reports.

The problem may spring from a lack of planning. According to Beacon’s respondents, less than half (48 percent) of performance measures are determined during planning.  In fact, 32 percent of providers said that performance measures were implemented in at least one patient care area post-EMR implementation.  Fifty-one percent of respondents said that they would have preferred to implement clinical system performance measures earlier than they had done so.

It’s hard to tell what would deter these healthcare execs —  mostly leaders with community hospitals — from demanding more results from their EMR investment. My best guess, though, is that adhering to Meaningful Use guidelines has taken up all of their bandwidth, and that CFOs have been mollified by the promise of incentive payments from the feds.

As the Beacon study suggests, though, healthcare leaders aren’t satisfied with this state of affairs. Vendors, expect to get more searching questions about ROI measurement over the next year or two.

October 26, 2012 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.

Allscripts Loses NYC Hospital Deal To Epic, Files Complaint

Usually, battles over a hospital EMR contract fall below the radar, with only the hospital and vendors the wiser as to what took place during negotiations. But this time, we may be treated to the spectacle of seeing a large health system explain, in some detail, why it chose one vendor over another.

Allscripts, which lost an EMR contract for New York City’s public hospital system, is crying foul over the system’s decision to go with Epic.  Allscripts has filed a complaint over the award of the $303 million contract, which involves tying together 11 public hospitals, 70 clinics, thousands of doctors and more than one million patients, The New York Times reports.

Allscripts estimates that over 15 years, when ancillary costs are included, it would cost $1.4 billion to implement Epic, while its own EMR rollout could be completed for less than half that number.

Right now, the contract is on hold, and won’t be in force until Allscripts’ complaint with a procurement-review board within the city’s Health and Hospitals Corporation is resolved. (HHC runs the public hospital system.)

But Alan Aviles, president of the corporation, doesn’t seem like he’s willing to budge. Aviles told the Times that HHC chose Epic after considering nine vendors over four years. And he argues that Allscripts’ recent management and financial troubles only validate HHC’s decision.

And at the end of the day, Aviles simply doesn’t buy Allscripts’ estimates. “Allscripts and its CEO absolutely know that the $700 million [savings] number they tossed out is fallacious,” Aviles said. What’s wrong with their numbers? Well, for one thing, Aviles says, Allscripts estimated that the application-support team needed to implement the EMR would cost nothing over 15 years, while HHC had calculated that 15-year staff support would cost $357 million.

Readers, I don’t know about you, but I think there’s some degree of truth on both sides.  If Allscripts submitted a proposal assuming no support costs for HHC, they must be out of their minds.  At the same time, though, I’ve never heard of a major Epic installation being anything but the most expensive option, bar none. Seems to me the truth lies somewhere in the middle.

October 11, 2012 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.

No Duh. EMR Implementation Costs Too Much

Courtesy of Information Week, we get the following news: apparently, EMRs cost too much. Stop the presses!

IW magazine has shared data from a poll by KPMG in which the consulting giant surveyed  more than 220 hospital and health system administrators. Now, it’s not all bad news. Twenty-five percent of respondents said they were very comfortable with the funding they had for their EMR rollout.

On the other hand, researchers found that 48 percent of respondents were only somewhat comfortable with the budget levels their system planned for EMR deployment, and 9 percent said they weren’t comfortable at all. This despite the fact that 49 percent of the interviewees are more than halfway through their projects.

This suggests a few things, none of which are terribly heartening:

* That roughly half of hospitals and health systems didn’t budget enough or plan for the marathon effort it would take to get these giant engines running smoothly.

* That Meaningful Use incentives, while lovely and all, aren’t doing enough to defray hospital costs.

* That senior hospital and health system managers don’t have a very realistic picture of what it will to keep feeding the EMR beast for the long- term.

* That hospitals won’t even consider appreciably cheaper alternatives like Open Vista (a story in an of itself)

Mind you, it’s easy to forget that hindsight is 20/20, and that industry changes keep throwing these leaders curves. Predicting what an enterprise software installation will cost five years from now is half black art, half SWAG. So I’m not beating up on the CIOs.

I’m just surprised that anyone would be taken aback by the news that CIOs aren’t sure they can pay for all of this EMR wonderfulness.  I mean, honestly, are you?

July 13, 2012 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.

$5 Billion Paid Out In Meaningful Use Incentives: Now What?

So, the latest data from CMS reports that Medicare and Medicaid have paid out $5 billion in incentive payments.  Sorry to be one of those annoying “glass half empty” folks, but I’m not terribly impressed.

In fact, I keep wondering whether I’m the only person who has grown more and more skeptical about Meaningful Use as it continues to pay out bonuses.  I’m more concerned about what happens next, when hospitals which were sped into EMR use truly take stock of what they’ve bought and why.

According to CMS, the total number of hospitals registered for incentive payments is 3,569, a substantial percentage of the facilities in the U.S.  While the math gets tricky, the bulk of those hospitals seem to have shared in the $3.34 billion paid out to the industry by CMS. (The rest has gone to eligible professionals, largely physicians.)

Some hospitals have gotten large incentive checks, but few seem to have gotten anywhere near what it’s going to cost them to install, integrate and maintain their EMRs over the next five to ten years, much less cope with the productivity hits some will face.  That may be ok, but it’s worth repeating: let’s not confuse these incentives with financing.

Despite this reality, hospitals seem to be barreling ahead — grimly, with teeth clenched perhaps — but ahead nonetheless.  If they’re not sure of what to do with their Epic and Cerner and Allscripts gear, other than meet government requirements, it wouldn’t surprise me.  Revolutions usually don’t happen on somebody else’s timeline.

Doctors, meanwhile, seem to be taking a bit of a pause on the whole “race to EMRs” thing. The same CMS data  indicates that the number of eligible professionals registering for incentives was down in 12 percent in April from March numbers. More specifically, a whopping 36 percent fewer professionals signed up for the Medicaid program, though that was offset by a 13 percent increase in Medicare enrollment by professionals.

Personally, I don’t think we’re at a tipping point yet when it comes to acceptance of Meaningful Use, despite the dollars providers are spending to company.  How about you?

June 11, 2012 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.

EMR Gap Grows Between Large, Small Hospitals

Meaningful Use incentives may have boosted EMR adoption dramatically, but the incentive program has had an uneven effect on the industry, new research suggests.

According to a new study published  in the journal Health Affairs, the EMR adoption gap between small- and large-hospitals is substantial and growing.  The study drew on responses by executives from 2,646 hospitals, or about 58 percent of all acute care hospitals in the country.

First, the good news. Researchers found that hospitals with EMRs grew from 15 percent in 2010 and 26.6 percent in 2011. They also found that the number of hospitals with a “comprehensive system”  rose from 3.6 percent to 8.7 percent, according to a piece in Information Week.

The not-so-good news, however, is that not all hospitals are joining the party at the same rate.  The study reported that 15 percent EMR adoption gap seen in 2010 has grown to almost 22 percent last year.

And the problem doesn’t end there. As Chantal Worzala, director of policy at the American Hospital Association and co-author, told the magazine, it’s clear that smaller hospitals’ problems may get worse over time.

As hospitals struggle to move through MU stage one and move into Stage 2 compliance, smaller hospitals are likely to get further and further behind, as they don’t have the infrastructure or staff to allow for high-volume exchange of clinical data.

So, what should happen next?  Researchers had a couple of suggestions for policy-makers:

* Consider lowering the MU Stage 2 bar for smaller, rural and nonteaching hospitals
* Create a special program designed to bring hospitals with little health IT in place on board with an EMR

Short of buying systems for half the country’s hospitals, though, I don’t think the government can do much to  eliminate this adoption gap. With hospitals short of IT staff, facing a tight budget and running on a narrow or non-existent margin, moderate incentives and pressure alone won’t do the trick.  Readers, what solutions would you suggest?

May 17, 2012 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.

Issues To Consider When Offering Hospital-Subsidized EMRs

Offering subsidized EMRs to doctors may be a good idea, but if they’re smart, the doctors will be very picky about the terms you offer. (After all, if they use your EMR, you’re in effect controlling part of their business!)

So I was interested to stumble over a nice list of questions to  ask hospitals before accepting an EMR deal.  Here’s the list, drawn from the excellent EHR & EMR Insights blog by EMR vendor SRSsoft:

  • Does the hospital EHR have a proven track record in your specialty?
  • Will the hospital EHR workflow be compatible with your practice specialty?
  • Will your physicians be required to exchange data with the sponsoring hospital?
  • Is the system interoperable with other, neighboring hospital systems?
  • Will learning, training, and use of the hospital system interfere with your practice’s productivity?
  • How will support be handled after initial implementation, and who pays for it?
  • Will the hospital’s EHR vendor assist you and your physicians with creating customizable templates?
  • Will the system aid—or obstruct—your ability to qualify for government incentives?
  • If there are problems, will the hospital’s EHR vendor ensure that the system is compatible with pursuing meaningful use?
  • Who will own your data?

I particularly like the questions regarding 1) the EMR’s track record, 2) the impact of EMR training on medical practice’s day-to-day productivity, 3) Whether the vendor would help with creating customizable templates and 4) who would own the data.

It seems to me that too often, partnerships like these are done on the basis of trust between  organizations rather than a detailed assessment of factors like these. Now, don’t get me wrong, trust is a good basis for starting talks on EMR sharing, but hospital and medical practices alike can get very badly burned by a deal like this if it doesn’t work. Let’s hear it for extra skepticism.

May 11, 2012 I Written By

Anne Zieger is veteran healthcare consultant and analyst with 20 years of industry experience. Zieger formerly served as editor-in-chief of FierceHealthcare.com and her commentaries have appeared in dozens of international business publications, including Forbes, Business Week and Information Week. She has also contributed content to hundreds of healthcare and health IT organizations, including several Fortune 500 companies.