Amanda Beck

Here’s your recap of last week’s health IT news 🗞️ 👇 🖊️ AI Ambient Scribes • CHRISTUS Health + Abridge: The 15,000 provider Texas health system adopted the ambient scribe enterprise-wide.    • Tampa General Hospital + Nuance Communications DAX Copilot: Over 500 providers at the health system will begin utilizing the AI ambient scribe.    • Texas Oncology + DeepScribe: The statewide oncology practice adopted the AI ambient medical scribe. (ed. note: scribes continue to be hot!) ☎️ AI Contact Center • Clearstep: The AI conversational chat vendor launched a new feature allowing patients to self-schedule specialist visits. 📊 Data & Analytics • InterSystems + CLEAR: The cloud-based patient data service is integrating the identity technology to expedite access to patient records.    • WakeMed + Bamboo Health: The health system is adopting the data interoperability and encounter notification service. 🥼 Clinical Decision Support • University Hospitals + Aidoc: The Cleveland-based health system is implementing the AI clinical decision support platform across 13 of its hospitals and additional outpatient locations. 🧑‍💻 Virtual and At-Home Care • University of South Carolina School of Medicine + Rimidi: The hospital group and an affiliated multispecialty clinic are adopting the remote patient monitoring platform to reduce complications from postpartum hypertension.    • Mount Sinai Health System + HealthSnap: The medical center announced a new remote patient monitoring and chronic care management program in partnership with the virtual care management platform.    • Wheel: The telehealth company released a new AI-driven virtual care platform designed to enhance the patient experience and offer resources to help partners scale their virtual care services. 💬 Patient Engagement • CipherHealth: The patient engagement solution focused on patient rounding released a new AI summary tool.    • DexCare: The care orchestration platform completed a $75M series C funding round 🩼 Durable Medical Equipment • Better Health: The medical device and peer support network completed a $14M funding round. 🧠 Food for Thought: • Silicon Valley Bank released an interesting report on the state of investment in AI in healthcare, including stats on AI usage at healthcare organizations and the impact of leveraging AI on startup valuation. https://lnkd.in/em7AfivT    • The journal Critical Care Medicine published an editorial on an “in clinico” evaluation of a machine learning-based early warning system to predict in-hospital deterioration. We found it to be an interesting look at the actual impact of a model’s deployment on care processes and patient outcomes in a critical care setting. https://lnkd.in/eQhZbVKu

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🌞 Summer Health Alert: Critical Insights 🌞 Did you know certain health conditions spike in the summer, necessitating specialized care from Long-Term Acute Care (LTAC) hospitals? As a Clinical Liaison and Patient Advocate at Arkansas Continued Care Hospital, I’ve seen firsthand how crucial LTAC hospitals are in managing these complex conditions. Here are some key conditions that drive admissions to our facility during the warmer months: Acute Kidney Failure 🚰 Key Details: Acute kidney failure often presents with severe dehydration and electrolyte imbalances, requiring intensive monitoring and treatment. Pneumonia 🌬️ Key Details: Severe sepsis can develop from pneumonia, leading to systemic inflammation and multi-organ failure if not treated promptly. Sepsis 🦠 Key Details: Septic shock from severe sepsis can cause critical drops in blood pressure, requiring aggressive fluid resuscitation and vasopressors. Post-Joint Replacement Care 🏥 Key Details: Post-surgical patients may experience complications such as infections or rejection in the case of transplanted joints, necessitating prolonged aftercare and monitoring. Pulmonary Edema 🌡️ Key Details: Acute respiratory failure associated with pulmonary edema demands urgent intervention to stabilize breathing and oxygenation. Why LTAC Hospitals Matter: LTAC hospitals are integral in managing patients requiring extended recovery periods post-acute interventions. They bridge the gap between intensive care and traditional hospital stays, offering specialized therapies and round-the-clock medical oversight. 👉 Join the Discussion! Comment: Share your experiences and insights on managing these conditions in LTAC settings. Share: Spread awareness among your network about the critical role of LTAC hospitals. Follow: Stay informed with the latest updates and best practices in LTAC care. As a Clinical Liaison and Patient Advocate, I am passionate about providing the highest quality care to our patients. At Arkansas Continued Care Hospital, we are committed to ensuring the best outcomes for those who need extended care. Enhance patient outcomes this summer by staying proactive and informed. 🌞🏥 #Healthcare #LTACHospitals #SummerHealth #MedicalCare #ClinicalInsights #PatientCare #ProfessionalDiscussion

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Reason #8 why geographic restrictions are bad policy for #340B contract pharmacies. Complexity of management with geographic areas. Covered Entity patients move frequently, and covered entities often have sites that are hundreds of miles from a covered entity “headquarters”. Geographic restrictions on the location of the pharmacy or the patient are overly complex to administer and not beneficial to covered entities. Many covered entities have migrant farmworker programs that even account for mobile populations. Health Resources and Services Administration (HRSAgov), HHS Centers for Medicare & Medicaid Services National Association of Community Health Centers (NACHC) PhRMA #340B #CoveredEntities Advocates for Community Health

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Witness the remarkable partnership between CHRISTUS Health and Morrison Healthcare. Transitioning 28 hospitals in one day is no small feat! Together, they showcase the immense power of collaboration and efficiency. This collaboration enhances standardization, streamlines services, and elevates employee opportunities. Discover the teamwork and dedication behind this success here: #HealthcarePartnerships #Teamwork #SuccessStory #HealthcareInnovation

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Key Strategic Insights = A Successful OP CDI Program The challenge of value-based care starts with a collaborative approach, when launching an Outpatient Clinical Documentation Integrity (OP CDI) program. Here are some key strategic insights to success: 1. Engage with Population Health Understand Pain Points: Begin by understanding the specific challenges faced. This fosters collaboration. Tailored Questions: Use customized questions to facilitate productive discussions and ensure alignment with needs. 2. Effective Software Implementation Manage Patient (Pt.) Volumes: Implement software solutions to efficiently handle pt. volumes. OP CDI Calculator: Utilize a calculator to determine Full-Time Equivalent (FTE) needs. Data Analytics and Reporting: Emphasize the importance of continuous improvement via data analytics. 3. Workflow Creation Establish Robust Workflows: Create strong workflows before integrating reviewers. 4. Collaboration & Communication Promote Strong Collaboration: Encourage robust communication between key stakeholders. Leverage Software: Use technology to reduce physician burnout & streamline communication. 5. Patient-Centered Approach Address social determinants of health (SDOH) & ensure accurate documentation of conditions and care plans. Patient Outcomes: Keep patient care at the center of all doc. & workflow processes. 6. Regulatory Compliance Adhere to Guidelines: Follow regulatory requirements such as CMS guidelines on Hierarchical Condition Categories (HCC) coding to avoid penalties and enhance credibility. 7. Measurable Outcomes Set Clear Goals: Aim for measurable outcomes like improved HCC recapture rates, enhanced RAF scores, better HEDIS measures, and addressing SDOH needs. 8. Stakeholder Engagement Involve All Stakeholders: Ensure that executives, clinicians, and other relevant parties are involved in planning and implementation process. Success Stories Recently, I helped several CDI directors validate their cases for OP CDI programs within Accountable Care Organizations (ACOs). By engaging with population health leadership, we identified key issues such as RAF gaps and HEDIS measures, and tailored processes to address them. For instance, a CDI director I guided successfully identified HCC and HEDIS recapture as their biggest pain points. With strategic solutions in place, they are now ready to implement the project for the 2025 budget yr., aiming to improve their HCC recapture rate by 20%, leveraging data analytics for outcomes and improvement needs. Benefits of Implementing These Strategies Align Risk Stratification: Properly align risk stratification with chronic conditions and healthcare needs. Quality Measures: Improve quality measures and address SDOH. Collaborative Team: Ensure success with a collaborative team supported by technology. Overall, these strategic actions will enhance patient care and operational efficiency. #Healthcare #Leadership #CDI #PatientCare #ValueBasedCare #HealthcareInnovation

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#ICYMI: Around 23 million people in the US have been disenrolled from #Medicaid since the unwinding process officially began last May. States resumed checking for eligibility around that time and were expected to complete redeterminations as of last month, but this task has proven sizeable and challenging for a variety of reasons, including a lack of resources at Medicaid agencies and difficulty contacting enrollees. However, many state officials are citing the use of automation and existing data as helpful tools in navigating and ensuring accuracy for this process – see the latest KFF survey results from these respondents below. While it’s apparent that states are on track to improve outreach and simplify renewal processes, we still have progress to make around expanding eligibility and ensuring #AccessToCare for all.

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We are just over 5 weeks into our first wave of Epic and our revamped patient experience has shown amazing results. Day one activations of MyChart were among the highest Epic has seen. In just over 30 days, we’ve seen over 100,000 activations, with our My Memorial Hermann app surpassing 50,000 downloads and high ratings on both app stores. More importantly, we’re seeing strong engagement with our digital experiences. Over 60% of patients are completing pre-visit paperwork digitally, and a similar percentage are using our e-CheckIn for co-pays. We’re also tracking “touchless arrivals,” where patients handle everything digitally, allowing clinic staff to call them directly to a room. Already, close to 10% of encounters are occurring without front desk engagement, creating a more efficient experience. Great to see these early results! Thanks to our Digital and Epic implementation teams for making this happen! #EpicGoLive #HealthcareIT #DigitalHealth #PatientExperience #HealthTech #Teamwork #HealthcareInnovation #OperationalExcellence #Leadership

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𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗻𝗴 𝗛𝗲𝗮𝗹𝘁𝗵𝗰𝗮𝗿𝗲 𝗥𝗲𝗶𝗺𝗯𝘂𝗿𝘀𝗲𝗺𝗲𝗻𝘁: 𝗣𝗮𝘆 𝗳𝗼𝗿 𝗦𝗲𝗿𝘃𝗶𝗰𝗲 𝘃𝘀. 𝗣𝗮𝘆 𝗳𝗼𝗿 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 The debate between pay for service (PFS) and pay for performance (PFP) persists in healthcare reimbursement. PFS compensates based on service quantity, ensuring financial stability but potentially promoting overutilization. PFP ties reimbursement to outcomes, fostering quality improvement. Programs like the Value-Based Purchasing Program (VBP), the Hospital Readmission Reduction Program (HRRP), and The Hospital-Acquired Condition Reduction Program (HACRP) incentivize high-quality care. However, PFP models may lead to care disparities and administrative burdens. Primary care physician compensation reflects this debate, with traditional fee-for-service versus alternative payment models. Balancing both PFS and PFP could optimize care delivery and financial sustainability in healthcare. How might healthcare providers navigate these reimbursement models to prioritize quality care and financial viability? What is your personal experience with the programs listed above? #nursesonlinkedin #healthcareinnovators #healthcarereimbursement #healthcaredelivery   

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Memory care operators and health systems can enhance dementia care through better collaboration, offering mutual benefits like cost savings and improved patient outcomes. Dr. John Sawyer, PhD, ABPP-CN of Ochsner Health advocates for value-based care models to address current challenges. Traditional "diagnose and adios" approaches fail to provide adequate support, necessitating a shift to coordinated care and caregiver support, potentially saving families significant costs. Ochsner's Care Ecosystem program exemplifies this, emphasizing monthly care management and reducing emergency visits for dementia patients. The CMS GUIDE program further supports this model by offering sustainable payment systems and 24/7 caregiver training. Successful programs like these demonstrate substantial cost savings and better patient outcomes, highlighting the need for scalable solutions. Partnerships, like Ochsner’s with Lambeth House, provide virtual visits and coaching for care staff, showing significant value. As demand grows, addressing staffing and supporting care staff will be critical for future dementia care innovations. Our team bridges the gap by facilitating collaboration between memory care operators and health systems. We implement value-based care models, provide caregiver support, optimize care coordination, and offer virtual consultations. This approach enhances patient outcomes, reduces costs, and ensures comprehensive, compassionate dementia care. We are the One! #revenuecycle #revenuecyclemanagement #priorauthorization #medicalbilling #medicalcoding #healthcare #healthcaretechnology #accountsreceivables #denialmanagement #consulting #management #implementationpartner Senior Housing News

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Medicine is a business model destined to fail. The supply & demand model can not be applied to medicine. The escalating cost of doing business in the face of declining reimbursements (not controlled by providers/hospitals) is not sustainable! Add in a sicker population requiring more resources. Systems are trying to increase reimbursement by increasing volume is not a realistically workable model, while insurance giants walk away with billions in profits! It’s not rocket science, just basic business finance.

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Hearing quotes like this every day from the clinicians who use Abridge fuels our mission, but seeing the quantitative impact of our technology makes those quotes even more mind-blowing. When we hear "game-changer" from our users, it translates to experiencing a significant reduction in cognitive load and spending less time on clinical documentation. These are the steps we're taking toward bringing joy back to medicine and restoring the human connection between a clinician and their patients. #clinicianburnout #generativeAI #digitalhealth

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Medication Management Tips for Seniors. - Keep a detailed list - Pay attention to instructions - Try a pill organizer - Set reminders - Avoid pharmacy hopping

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The news about the closure of **Walmart Health's 51 clinics and telehealth services** across the country is indeed striking. Primary care is a complex service with multiple challenges, from addressing social determinants of health to managing referrals and prior authorizations, all while providing comprehensive care to underserved communities. Large companies are realizing how difficult and intricate it is to operate standalone primary care clinics in this environment, without the support of ascending or downstream tertiary services. Perhaps an acquisition by **ChenMed** is now closer in response to this news. It serves as a reminder that **knowledge and experience** are more crucial than mere financial investment. Understanding community needs, adapting to changing environments, and delivering high-quality care are essential components of success in the primary care field.

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How long do you consider it an "acute PE?" I don't have a good answer. A patient is diagnosed with acute PE, placed on Eliquis and discharged. He comes back 15 days later. What does the provider document (so that complexity can ultimately be captured)? Pinson and Tang says that the "acute episode of DVT/PE ends when the patient is stabilized, transitioned and/or maintained on anticoagulants and discharged." While I understand that, where does that leave us with the codes currently available? "Chronic" doesn't make sense here. It has not transitioned to a chronic PE. "History of" doesn't make sense here either. If that patient were to come in with a bleed 15 days later, my work-up and risk-assessment of holding anticoagulation (or not) is completely different (versus a year later) as the patient is still in the "acute phase" of their PE. "Subsequent" doesn't make sense either. They aren't having a subsequent PE. I've checked coding clinics, UpToDate, Pinson and Tang and discussed with my favorite CDI's and coders. It doesn't seem clear. As a physician, taking my confused-CDI hat off, I would document "acute PE" while the patient was on their 3 - 6 month period of anticoagulation. This is not unfounded as an acute MI episode "lasts" 28 days. It seems "history of" fits best here (But my pure doctor-hat is not happy about it). What does the LinkedIn hivemind have to say? ------- If you liked this post, consider reposting to share with your audience. I'm Dr. Robert Oubre, a CDI medical director and hospitalist, and I teach residents and new inpatient physicians how to bill and document.

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Steward Health Care seeks bankruptcy protections This was inevitable with the health system's debt load and leverage of the organization After months of uncertainty about its future, the nation’s largest private, for-profit hospital chain has filed for bankruptcy in Texas. Dallas-based Steward Health Care filed for Chapter 11 bankruptcy Monday, saying it will move to restructure its debt under court supervision and keep running its hospitals across the U.S. — including eight in Massachusetts — as it does so. Steward, in its statement, blamed government reimbursement rates, increasing labor costs, and inflation for its financial difficulties, as well as lingering impacts from the COVID-19 pandemic. "Steward Health Care has done everything in its power to operate successfully in a highly challenging health care environment," said Steward's CEO Ralph de la Torre. Can Ralph de la Torre be believed? His health system was mired in debt, was behind in rent payments to MPT, its landlord, stiffed staffing companies, and countless vendors, yet kept his lavage lifestyle including two expensive yachts, and paid himself well Flanked by health care officials, union leaders and the state's attorney general Monday morning, Massachusetts Gov. Maura Healey placed the blame for Steward's bankruptcy squarely on the shoulders of company leaders. "This situation stems from and is rooted in greed, mismanagement and lack of transparency on the part of Steward leadership in Dallas, Texas," Healey said. #anotherforprofithospitalbitesthedust, ##privatequitygrabsitsmoney, #privatequityextractsprofits, #profitsfirst, #dumpstewart https://lnkd.in/eqc3nhVs

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Is it #PrivateEquity, COVID-19, #medicare reimbursements or something else? Dallas-based Steward Health Care , the nation’s largest private, for-profit hospital chain has filed for Chapter 11 bankruptcy in Texas, saying it will move to restructure its debt under court supervision and keep running its hospitals across the U.S. — including eight in Massachusetts. Steward operates more than 30 hospitals in a handful of states, and employs tens of thousands of workers, including 16,000 in Massachusetts, according to their unions. In its bankruptcy filing, Steward estimated its creditors number more than 100,000, and its liabilities range from $1 billion-$10 billion. The company estimated its assets in the same range. Steward, in its statement, blamed government reimbursement rates, increasing labor costs and inflation for its financial difficulties, as well as lingering impacts from the COVID-19 pandemic. #Massachusetts Governor Maura Healey, placed the blame for Steward's bankruptcy squarely on the shoulders of company leaders. The disclosure of Steward’s financial woes in January sparked criticism of the role of for-profit companies in health care and calls for greater oversight. Massachusetts lawmakers recently proposed legislation that would more closely regulate hospitals in the state. The bankruptcy process could reveal new details about Steward’s financial straits — and how the situation became untenable. The company has long kept financial records close to the vest, even defying a Massachusetts rule requiring hospital companies to disclose detailed financial information. Although Steward has said it is looking for a buyer for its Massachusetts hospitals, no deal has emerged to date. Steward has also been working to sell its #physician network, Stewardship Health. In March Steward announced it had reached a deal with Optum, whose parent company, UnitedHealth Group, owns the larger insurer UnitedHealthcare, but the companies have yet to file completed paperwork. Steward indicated the timing of this process played a role in its decision to file for bankruptcy. Massachusetts Association of Health Plans President and CEO Lora Pellegrini said in a statement Monday that its group, which represents 14 health plans, will keep providing coverage at Steward facilities. https://lnkd.in/eZ8h_F54

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There's a very worrying trend going on in healthcare right now. When smaller hospitals start laying off staff due to financial and operational challenges, that's a big red flag for their patients. Select Specialty Hospital in Longview, Texas, a 32-bed critical illness recovery facility mentioned here, didn't make it. Now, their patients have to seek healthcare elsewhere. When a person's bleeding out in a car wreck or a child has been pulled out of a pool unconscious, they need appropriate care in their community. Yet many other companies working in healthcare, including some insurance companies, are making astounding profits while those smaller facilities mentioned in this article are struggling. The uneven distribution of resources and the profitability of larger systems and insurance companies have become the norm in this unparalleled healthcare crisis we're experiencing. Living in "the country" has been an attractive option for those tired of the rat race. Still, times have changed, and now some who made that decision are paying the price, sometimes the ultimate price, if their community hospitals can no longer care for them in a medical emergency. What can we do to correct this imbalance affecting those patients and staff? Here are a few key points to consider and potentially advocate for: 1.     Redistribution of Resources: Advocating for a more equal distribution of healthcare resources, including financial support for smaller systems, can help address disparities and prevent layoffs. 2.     Regulation of Profits: Encouraging the regulation of profits within healthcare systems and insurance companies could help ensure that more funds are directed towards patient care and staff support rather than executive bonuses and shareholder dividends. 3.     Policy Advocacy: Engaging in policy advocacy at local, state, and national levels can help drive legislative changes that prioritize the well-being of healthcare providers and ensure sustainable funding for smaller healthcare systems. By addressing these areas, we can work towards a more balanced and fair healthcare system that prioritizes patient care and supports healthcare providers. Time is running out this year for staff and patients at other smaller healthcare facilities that may have to close their doors in 2024. What more can we do to support our community hospitals?

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I often find myself reflecting on the broader implications of trauma care beyond traditional trauma cases. Today, I want to shed light on a non-trauma subject that still demands our attention: placenta accreta.🤰🏼+🩸=🫣 Placenta accreta, primarily an obstetric issue, shares similarities with trauma situations. Bleeding (a lot of it), regardless of its origin, requires swift and effective intervention. This is where technologies like whole blood utilization and REBOA (Resuscitative Endovascular Balloon Occlusion of the Aorta) prove invaluable. Yes, you can give females low titer O+🩸without risk of isoimmunization. Yes, you can place REBOA in a non-trauma patient. At NGHS, we're fortunate to have access to these cutting-edge tools, allowing us to address bleeding emergencies comprehensively. But perhaps it's time for a broader recognition of this need. Like the ACS, ACOG's endorsement of centers of excellence verifications for conditions like placenta accreta could elevate the standard of care and ensure consistent access to life-saving interventions. 🏥🤰🏼🤱 I think it's time to advocate for formalized centers of excellence verifications and continue to build a state-wide maternity system similar to a state trauma system. In the meantime, we can bridge the gap between trauma care and obstetric emergencies for better outcomes. Together, we can make a difference in how we approach bleeding management in all its forms and get patients to the right facilities, especially in rural Georgia. #TraumaCare #Obstetrics #WholeBloodUtilization #REBOA #NGHS #ACOG Check out the video regarding placenta accreta spectrum and the use of whole blood: https://lnkd.in/e6c6KAvq Mary Lou Wilson, Gentry Hunt MSN, RNC-MNN, Prytime Medical Devices, Inc. Lissa Shirley Jesse Echols Gibson MBA, BSN, RN

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