Archive for the ‘Guest Posts’ Category

Guest Post: Are You Preparing to Fail Healthcare Compliance in 2018?

December 19th, 2017 by Tim Feldman and Darci L. Friedman

A 2018 roadmap to healthcare compliance should focus on cybersecurity, vendor management and telehealth.

As the year winds down, we see numerous lists of priorities healthcare organizations should focus on in the coming year. However, if you are looking to those end-of-year lists for guidance on what your organization should pay attention to in 2018, you are already behind. If you do find yourself playing catch-up, drafting your 2018 compliance work plan is the best place to start.

As the roadmap for your compliance efforts throughout the year, your annual work plan should indicate key high-risk areas. The Office of Inspector General (OIG) of the Department of Health & Human Services (HHS) has indicated that developing an annual compliance work plan is integral to the administration of an effective compliance program (Measuring Compliance Program Effectiveness – A Resource Guide).

The annual work plan and compliance program administration are but one portion of what is required for an organization to have a robust and effective compliance program. The required elements of a compliance program are the following:

  • Standards, Policies and Procedures;
  • Compliance Program Administration;
  • Screening and Evaluation of Employees, Physicians, Vendors and Other Agents;
  • Communication, Education and Training;
  • Monitoring, Auditing and Internal Reporting Systems;
  • Discipline for Non-Compliance; and
  • Investigations and Remedial Measures.

These elements provide a broad framework for your organization to identify risk, proactively remediate and provide a response mechanism to mitigate when there is an exposure. Working the plan and program throughout the year helps your organization achieve a state of ongoing readiness.


Cybersecurity is one item that will likely factor more heavily in your work plan, and appropriately so. Last June, the HHS Health Care Industry Cybersecurity Task Force released a report on improving cybersecurity in the industry. The Task Force concluded that cybersecurity, at its core, is a patient safety issue and a “public health concern that needs immediate and aggressive attention.”

Some of the areas to address in the broader realm of cybersecurity include:

  • Ransomware;
  • Email security, including phishing;
  • Internet of Things (IoT) and devices;
  • Bring your own device (BYOD); and
  • Medical identity theft.

As the Task Force report notes, cybersecurity must be thought about across the continuum of care in your organization. Work to shift the culture and thinking that cybersecurity is simply a technology issue, of concern only to the IT department.

Do this by implementing policies and procedures for key cybersecurity issues and then communicating them across the organization. Follow that with training, including everyone in your organization, from staff to board members. The training should: define cybersecurity; explain how it may manifest in the organization, and address your policies and procedures, making it evident to all what they can and cannot do and how to respond.

Third-Party Vendor Management

The outsourcing of services to third-party vendors is increasingly common and for good reason. Such relationships offer great benefits, but at the same time, these relationships also carry legal, financial, reputational and compliance-related risks. Here are seven questions to evaluate your third-party vendor relationships:

  • Does your organization, as a covered entity (CE) under HIPAA, have a vendor compliance program to help you identify, manage and report on these risks?
  • Do you review and assess your vendors’ risk profile?
  • Are you familiar with each vendor’s hiring practices?
  • Do you know which vendors’ products connect to other IT systems that contain critical data, including protected health information (PHI)?
  • Do you have insight into each vendor’s information security and data privacy capabilities?
  • Do you know with which vendors you have a business associate agreement (BAA)?

For many healthcare organizations, the answer to several of these questions is likely “no,” which creates risk for those organizations. The OIG’s position is clear: healthcare entities have a responsibility to proactively identify, assess and manage the risks associated with their vendor relationships.

All vendors are NOT created equal. A good starting point in managing an effective and efficient third-party compliance program is to perform a risk-ranking of vendors based on their access to critical assets or information. By segmenting your vendor population into “risk tiers” you can focus limited resources on the most serious exposures.

Components of third-party compliance assessment should include, among other things:

  • Due diligence (background, reputation, strategy);
  • Knowledge of, and compliance with, security and privacy requirements;
  • Operations and internal controls (policies and procedures);
  • Workforce controls, background and exclusion checks; and
  • Training and education.

And, of course, with every vendor that meets the criteria of a Business Associate, ensure that a written BAA is in place. BAAs can be complex and are often daunting, but they must be carefully negotiated and acknowledged by both parties.

By ensuring your vendors have strong compliance programs in place and that they are following through on the BAA requirements, your organization is meeting its compliance obligations and doing its best to minimize its risks.


The compliance concerns related to the delivery of care via telehealth are numerous and include the following:

  • Licensing;
  • Credentialing;
  • Security;
  • Regulatory requirements for billing; and
  • Fraud and abuse.

An area to focus some attention on is payment under federal healthcare programs. The OIG currently has two active work items on telehealth, one for Medicaid and one for Medicare. Both of the items relate to the propriety of payment for telehealth services.

If your organization provides telehealth services, consider conducting a risk assessment to determine if you have any exposure in the area. Risk assessments are not strictly one of the 7 required elements of a compliance program, but they are often referred to as the “8th Element” given the focus on them in the Federal Sentencing Guidelines and OIG documents.
Risk assessments, along with the other elements of a compliance program, provide your organization the means to identify, prioritize, remediate and/or mitigate the myriad on-going risks it will encounter. If you are not working your compliance program and specific risk areas throughout the year, you are failing to adequately prepare for an event. By failing to prepare, as one wise man said, you are preparing to fail.

About the Authors: Tim Feldman is Vice President and General Manager of Healthcare Compliance & Reimbursement at Wolters Kluwer Legal & Regulatory U.S. He oversees product development across a vast suite of practice tools and workflow solutions to help professionals stay ahead of regulatory developments and effectively manage compliance activities. Darci L. Friedman, JD, CHPC, CSPO, PMC-III, is the Director of Content Strategy & Author Acquisitions for Healthcare Compliance, Coding & Reimbursement at Wolters Kluwer Legal & Regulatory U.S. She is responsible for supporting the overall strategy for developing new content and features, innovating new product models, and recruiting top content contributors.

HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.

Guest Post: Combining Big Data, EHRs and IoT for Chronic Disease Management

November 7th, 2017 by Brian Geary, Senior Account Manager, AndPlus

Providers and developers can work together to create solutions that leverage big data, EHRs and the IoT.

Have you ever used a Fitbit® or an Apple Watch®, or downloaded a mHealth app? If so, are you using these tools as an integrated way to improve your health?

The more we use technology, the more we want it to do for us. With millions of people living with complex diseases such as diabetes, cancer and heart disease, the development of intuitive and secure chronic disease management tools has become indispensable.

Yet, these tools may not support successful, sustained disease management—at least, not without the help of providers themselves.

More than 40 percent of patients who had downloaded an mHealth app had stopped using it when the app failed to provide accurate, personalized and actionable strategies for achieving their health goals. High data entry burden, hidden fees, and poor usability were other sticking points for these patients.

Another study carried out by an international team of researchers tracked 800 people for a year to see what impact Fitbit had on their health. The experts concluded that such devices are unlikely to be a magic bullet for the early detection and monitoring of chronic diseases.

So how can providers and developers work together to create engaging and supportive solutions that leverage big data, electronic health records and the Internet of Things (IoT) to utmost effect?

Using Big Data to Make Wiser Medical Decisions

Big data analytics allow providers to discover certain patterns that assist them in making better predictions about certain diseases.

With the help of big data and IoT, including patient records, clinical trials, insurance claims, and wearables, providers can discern the extent to which each intervention, as well as its associated expenditures, contribute to the improvement of their patients’ health.

However, in order to achieve measurable cost savings and long-lasting chronic disease control for patients, software models are required to help clinicians organize the data, recognize patterns, interpret results, and set thresholds for actions.

For example, to avoid the failure of an EHR to keep up with one’s sudden healthcare changes, hospitals should look at its software as being only the foundation of their health information, risking a negative impact on patient care.

Through department-appropriate software customization, hospitals can cut down wasted time spent scrolling through irrelevant screens and unnecessary fields, tracking down patient histories and reviewing duplicate data.

Having an intuitive, user-friendly EHR software also helps patients be more informed about their own health and prevents potential issues. They can access test results to see when follow-up appointments are due or communicate with their doctors to bring up any issues that may show significant health problems.

5 Things to Look for When Choosing an EHR System

    • Firstly, your EHR system should integrate easily with other systems within the hospital, such as clinical discussion support systems, laboratory information systems and other tools.
    • Further to considering the individual and specific departmental needs in a hospital, the other important feature of EHR software is customization (e.g. streamlining manual data entry). This is also advantageous for patients, as a customizable EHR system can be tailored to suit specific needs for data access, education and portability.
    • To make the most out of technological advancements and the benefits of customization, constant performance reviews of the chosen EHR systems in real-life scenarios are highly important. For example, when Medica conducted a research study to identify how they could improve their blood gas analyzer product line, it found out that its user interface needed a refresh. The outdated push button control system caused a lengthy training process for new users, so it required a radically improved user interface.
    • Make EHR software accessible with smartphones and tablets and provide easy access from connected devices, freeing clinicians from their workstations and creating access to patient data remotely. With accessibility, productivity soars and doctors can provide better care and reduce the lag between diagnosis and treatment, while lowering healthcare costs and improving patient’s compliance with treatment through consistent two-way communication.
    • Last but not least, a customized solution for your EHR can align workflows with the current processes a staff is already following, which can save time and prevent confusion when training users on the new EHR.

    By ensuring all your staff members receive thorough training and have access to ongoing support when questions or problems arise, the risk of the EHR becoming outdated is also minimized. Situations such as missing patient history or test results, which can lead to delayed diagnosis, unnecessary tests or even a misdiagnosis, are avoided.

    IoT Benefits for Healthcare Providers and Patients

    Doctors, nurses, and caregivers are not the only benefactors of IoT and healthcare apps. These devices can alert medical staff to wandering patients, monitor ICU patients or potentially dangerous procedures and treatments.

    Moreover, if a patient with a chronic illness needs immediate attention, the IoT can alert medical experts, and even connect the two to talk them through an emergency.

    In terms of direct patient benefits, IoT devices can remind patients when to take their medications, alert them about pending prescription refills or train them about upcoming medical procedures, while transferring relevant medical information back to the patient’s healthcare provider.

    To sum up, big data, electronic health records, and IoT devices have the potential to save money and often, even people’s lives. Together they contribute to increased efficiency, improved patient satisfaction and more time to focus on patient care.

    About the Author: Brian Geary is a senior account manager for AndPlus, LLC. Brian is a true believer in the Agile process. He often assists the development process by performing the product owner role. In addition to his technical background, he is an experienced account manager with a background in sales and customer service, as well as graphic design and marketing. Brian’s role at AndPlus ranges from marketing to sales and everything in between. Brian brings 10+ years of graphic design, marketing and account management experience to AndPlus.

    HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.

  • Guest Post: 3 Key Reasons Companies Should Embrace Corporate Clinics

    September 26th, 2017 by Rob Indresano, COO, Barton Associates

    A number of large corporations are taking a unique approach to healthcare by employing a resident physician, nurse practitioner or physician assistant to tend to the needs of workers and their families.

    Models range from small clinics, such as the CVS Minute Clinic, to larger facilities that offer a full array of primary care services. While many companies opt to house the clinics on-site, some organizations have partnered with internal branches or outside firms to provide healthcare services at off-site locations.

    For companies and employees alike, corporate clinics are an attractive option. These clinics keep costs in-house, giving companies greater control of healthcare expenditures. Corporate clinics can also reduce the time employees take off work to receive basic medical care, encouraging workers to seek routine care more regularly. In turn, this leads to better overall employee health and fewer sick days.

    Better yet, these in-house clinics are available to employees as well as their dependents. Corporations spend less money to provide employees and their loved ones with more and better care. It’s a win-win situation.

    The corporate clinic movement stems from a dramatic rise in overall healthcare costs and the amount of time employees aren’t at work for minor medical issues. The movement stuck because employees and their families became healthier and happier, with productivity booming for companies that adopted the model.

    As corporate clinics became more popular, many factors combined to guarantee their success. Locum tenens, for instance, made it possible for corporations to seamlessly launch and staff corporate clinics as the need arose. Telemedicine continues to grow in popularity — Kaiser Permanente reported 52 percent of its 110 million patient visits in 2015 were done via telemedicine — making it possible for corporations to expand the scope of care while driving down costs.

    Making the Case for In-House Care

    The average American spends more than 90,000 hours at work over the course of her life. As the Centers for Disease Control and Prevention has noted, personal and family health problems cost companies about $226 billion annually in lost productivity. It’s easy to understand why a healthy work environment is vital to a happy and productive workforce.

    Some companies already enjoy the benefits of on-site clinics. The clinics bring employees everything from primary and preventive healthcare to physical therapy, pharmacists, dentists, optometrists, and more. These clinics help lower insurance costs, improve health and job satisfaction, and increase productivity.

    Toyota in 2007 opened a $9 million corporate clinic at its San Antonio truck manufacturing plant. The company has reported a 33 percent decrease in specialist referrals and a 25 percent drop in employee visits to urgent care clinics and emergency rooms.

    Intel had similar goals when the technology titan launched its own corporate clinics in 2011. Company officials hoped workers would be more likely to visit the in-house doctors, ideally curtailing chronic issues such as heart disease and diabetes in the process. The company paid about $1 million to build and another $1.5 million to operate each clinic, though Intel has since managed to break even on those operating costs.

    Employers enjoy short-term benefits such as greater control over direct costs for specialist visits, prescriptions, and trips to the emergency room. In the long run — and perhaps more important — corporate clinics can help establish new healthcare policies and wellness programs to promote healthier lifestyle choices for employees.

    How Corporate Clinics Will Change the Business World

    With perpetually increasing healthcare costs and a tremendous potential for return on investment, the corporate clinic model is set to alter healthcare and business in three important ways:

    1. Reduced healthcare spending. Corporations with on-site or near-site health services spend less money on healthcare. It’s as simple as that. HanesBrands, for example, reports saving about $1.40 for every $1 the company spends on its in-house clinic. Companies can then take that savings and instead invest in other business-related purposes.

    2. Healthier, happier, and more productive employees. Rather than taking time off work to visit a doctor or risking lost income, employees often forgo care for relatively minor issues. This becomes problematic, considering the chronic diseases doctors often detect through repeat visits account for 75 percent of U.S. healthcare spending. Easy access to primary care services means employees are willing and able to see on-site providers for more routine health concerns they might have otherwise neglected.

    3. Greater transparency regarding treatment costs. Almost everyone has received a bill from his insurance at some point listing a litany of codes and featuring a hefty amount due at the end. On the flip side of that coin, most physicians are kept in the dark about the costs of treatments so they can prioritize patient care above all else. Corporate clinics can alleviate some of the secrecy surrounding healthcare costs by being transparent about employee treatment. This can actually lead to improved care and lowered costs, with on-site physicians working in tandem with company leaders to drive down expenses.

    As more companies find value in corporate clinics, an increasing number of large corporations will likely bring medical services in-house to help drive down bloated healthcare costs. Mid-sized businesses might also be tempted to explore the possibility of creating their own clinics given the potential cost savings. The shift will help foster a culture of health in the United States that benefits employers, employees, and communities.

    Rob Indresano, Chief Operations Officer, Barton Associates

    About the Author: Rob Indresano is president and COO of Barton Associates, a national recruiting and staffing firm based in the Boston area that specializes in temporary healthcare assignments. Rob is responsible for managing operations as well as the company’s strategic vision. Before joining the Barton team, Rob was vice president and general counsel for Oxford Global Resources Inc. and corporate counsel for Oracle Corp.

    HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.

    Guest Post: Analytics-Backed Wearables Provide Value Through Actionable Health Insights

    July 18th, 2017 by John Valiton, CEO of Reemo Health

    wearables for seniors

    Analytics-enabled wearables offer opportunities for chronic disease management and delivery of value-based care.

    The wearable market has experienced a growth rate of more than 20 percent and is estimated to reach over 213 million units shipped worldwide by 2020, according to IDC. These numbers likely don’t come as a surprise, as wearables have become an everyday tech accessory for nearly every generation — children, Millennials, Gen X, and even seniors. In fact, research by Accenture found that 17 percent of Americans over the age of 65 use wearables to track fitness — a percentage right on track with the 20 percent of those under the age of 65 that use wearables similarly.

    But, while the value of utilizing wearables to track health has been tapped for the everyday consumer, it has yet to reach its full potential. Wearables can go far beyond heart rate monitoring and counting steps — especially for seniors. These devices, when connected with a data analytics platform, can provide the valuable insights needed to not only track health in real time, but predict potential threats and optimize care according to need. And the analytic insights, integrated with previous health records, not only benefit the senior, but give professional and family caregivers a deeper look into the behavior that can improve long-term health, streamlining delivery of care by mitigating the need for trial-and-error treatment planning.

    With over 50 million seniors in the U.S., this offers a huge opportunity for care facilities to provide real value to the patients they serve, whether in a senior care facility where residents are monitored on an hourly basis, or still living independently where facilities provide data insights at scheduled check-ins. But, as more facilities adopt wearable and analytic solutions, they must acknowledge the importance of using the wearable-enabled analytics platform to keep users engaged by providing value through actionable insights, rather than simply mining data and pushing it out. If there are not real benefits for both the senior and care provider, that wearable device is likely to end up in a drawer in a matter of months.

    As caregivers dive into these valuable insights, they can be applied to assist with everything from chronic disease management and health event recovery to reduce the chance of post-acute readmission, to predicting potential threats based on irregularities in activity levels and vitals — allowing providers to truly delivery value-based care. For example, through the analysis of activity data, caregivers can follow the pathway to a potential fall for a senior, and proactively take steps to avoid this often traumatic event. Additionally, urinary tract infections (UTIs) are a large risk for seniors, and often occur after a 72-hour period where light activity such as walking becomes increasingly painful and trips to the restroom increase. By tracking a senior’s activity levels through a wearable device, caregivers can strategically treat those with potential UTI issues.

    Through these kind of applications, truly actionable wearable data can provide immense value for both seniors and the caregivers tasked with keeping them on the pathway to a positive aging experience. And for those still living independently, the integration of response systems — such as push-of-a-button 911 dialing — within the wearable devices can provide additional value in their daily life by providing peace of mind to the senior and their loved ones, and functionality in the case of an emergency.

    The use of wearables in everyday life doesn’t have to be limited to tracking a morning walk or getting reminders to stand up when you’ve been sitting for too long. If used alongside a powerful analytics platform, these devices can truly improve seniors’ quality of life, while strengthening connections with caregivers through increased visibility into seniors’ daily activities and peace of mind for loved ones. And while the wearable revolution is sweeping the nation, it truly should be about more than wearables for seniors. Wearables, backed by powerful data analytics, can become invaluable for our aging generation while providing unmatched insights for both personal and professional caregivers.

    John Valiton, CEO, Reemo Health

    John Valiton, CEO, Reemo Health

    About the Author: John Valiton is CEO of Reemo Health, a senior health technology solution designed to empower caregivers with actionable insights to improve the aging experience. As a 20-year business development veteran and entrepreneur, Valiton has developed partnerships with many national and international companies. He has been an avid technology enthusiast since an early age, and applied his interest in all things tech at the intersection of IoT, wearable technology, healthcare and data science through his position as a strategic advisor, chief revenue officer and now chief executive officer for Reemo.

    HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.

    Guest Post: 5 Legal Considerations for Maximizing Telehealth Security

    May 25th, 2017 by Ammon Fillmore and Mark Swearingen
    Patient privacy and data security are key telehealth concerns providers must address.

    Patient information privacy and security are key telehealth concerns for healthcare providers.

    Telehealth is one of the fastest growing and developing areas of healthcare today. With this rapid growth come many questions and concerns that arise when legal and regulatory schemes are not able to keep up with the pace of development. One such concern is the legal and regulatory issues relating to the privacy and security of telehealth services. Telehealth services can be provided securely, but specific attention must be paid to information and application security in order to protect patient privacy and comply with laws such as the Health Insurance Portability and Accountability Act of 1996 (“HIPAA”).

    Healthcare provider executives who currently offer, or are considering offering, telehealth services to their patients should give attention and appropriate resources to the following areas in order to maximize the organization’s security posture and operational efficiencies.

    Arrangement Structure

    One of the primary decisions for a healthcare provider organization to make with any telehealth arrangement is whether the organization will provide the telehealth services itself or in collaboration with a third party. Many considerations will be part of this decision, but information privacy and security should be one of them. An organization should only consider providing telehealth services on its own if it can dedicate sufficient resources and personnel to establishing and maintaining the secure transmission and storage of patient information. Only an organization with a competent and established information technology staff should consider providing telehealth services in this manner.

    If an organization chooses instead to collaborate with a third party to provide telehealth services, there are several third parties with whom the organization can collaborate to provide those services securely. Those third parties can provide anything from equipment only to a full range of services, including digital infrastructure and professional physician services. When a third party is involved, the organization must also consider how to structure the arrangement for purposes of HIPAA, including determining whether the third party will be a business associate of the organization or whether the organization and the third party will function as a single Organized Health Care Arrangement (“OHCA”) under HIPAA. These decisions will impact how information flows between the parties and who is responsible for securing that information.

    Contractual Protections

    Responsibility for securing information where the provider organization collaborates with a third party will be governed by the operative agreements between the parties, including the Business Associate Agreement, where applicable. Provider organizations should be sure that the agreements detail the third party’s security-related obligations and establish the third party’s responsibility for failing to meet those obligations. The operative agreements also should contain sufficient representations and warranties of the third party’s security posture, including the technical specifications that the third party will implement in order to safeguard patient information. Equally important is making sure that the operative agreements include sufficient assurances that patient information will be accessible to the appropriate healthcare provider.

    Technical Specifications

    Telehealth arrangements will differ in the precise technical specifications that the parties implement to safeguard patient information. However, certain technical specifications are broadly applicable and can significantly reduce security risks. One example of such a specification is the use of encryption technology. Encrypting patient information, both while stored on computer systems and during transmission between systems, is an effective means of safeguarding the information from unauthorized third parties and preventing breaches from occurring. Another such specification is authentication of the participants in a telehealth encounter, the clinicians and patients themselves. It is important that technological measures are implemented to ensure the identity of both the clinicians and patients so that all parties can have confidence that the individuals involved in the encounter are actually who they appear to be. Provider organizations should strongly consider implementing such technologies in any telehealth services arrangement.

    Security Awareness

    Even the best technical safeguards can be compromised by human error, so it is imperative that effective security awareness training be provided both to workforce members as well as patients. Workforce members who participate in telehealth services arrangements must be made aware of their obligations to protect the privacy and security of patient information under their organization’s policies and procedures and be sanctioned when a violation occurs. Likewise, patients should be provided with information about the security risks present in telehealth arrangements and advised of the steps they can take to mitigate those risks.

    Security Risk Analysis

    Provider organizations are required under HIPAA to periodically perform an enterprise-wide security risk analysis and to take steps to remediate any risks that are identified. The failure to do so can result in substantial fines and penalties to a provider organization. An enterprise-wide risk analysis considers not only the electronic health record but also any system or equipment that contains electronic patient information, which would include equipment and systems utilized in providing telehealth services. Accordingly, provider organizations should be sure to include telehealth systems in their risk analysis, including those utilized by a third party service and to address any identified risks and vulnerabilities in a timely fashion.

    This article is educational in nature and is not intended as legal advice. Always consult your legal counsel with specific legal matters. If you have any questions or would like additional information about this topic, please contact Ammon Fillmore at (317) 977-1492 or or Mark Swearingen at (317) 977-1458 or

    About the Authors: Ammon Fillmore and Mark Swearingen are attorneys with Hall, Render, Killian, Heath & Lyman, P.C., the largest healthcare-focused law firm in the country. Please visit the Hall Render Blog for more information on topics related to healthcare law.

    Mark Swearingen

    Mark Swearingen

    Ammon Fillmore

    Ammon Fillmore

    HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.

    Guest Post: Care Transitions Are Susceptible To Breakdowns; Technology-Enabled Patient Outreach Offers Clarity and Improved Outcomes

    November 15th, 2016 by Chuck Hayes, vice president of product management for TeleVox Solutions, West Corporation

    Technology-Enabled Patient Touchpoints Post-Discharge

    A surprisingly simple way to improve care transitions is to reach out to patients within a few days of hopsital discharge automatically with the help of technology.

    Transitional care’s inherently complex nature makes it susceptible to breakdowns. During care transitions there are many moving parts to coordinate, patients are vulnerable, and healthcare failures are more likely to occur. For these reasons, transitional care is a growing area of concern for hospital administrators and other healthcare leaders.

    Errors that happen at pivotal points in care, like during a hospital discharge or transfer from one facility to another, can have serious consequences. Fortunately, strengthening communication and engaging patients can effectively solve many of the problems that transpire during care transitions.

    When patients’ needs go unmet after being discharged from the hospital, the risk of those individuals being readmitted is high. Around 20 percent of Medicare patients discharged from the hospital return within a month. CMS has taken several steps to try to improve transition care and minimize breakdowns that lead to hospital readmissions. Under the government’s Hospital Readmissions Reduction Plan (HRRP), hospitals can be assigned penalties for unintentional and avoidable readmissions related to conditions like heart attacks, heart failure, pneumonia, COPD, and elective hip or knee replacement surgeries.

    Between October 2016 and September 2017, Medicare will withhold more than $500 million in payments from hospitals that incurred penalties based on readmission rates. These penalties affect about half of the hospitals in the United States.

    Not only are payment penalties problematic, but because readmissions rates are published on Medicare’s Hospital Compare website, public opinion is also worrisome for hospitals with a high number of readmissions.

    A surprisingly simple way to prevent patients from returning to the hospital is to reach out to them within a few days of discharge. Outreach can be done automatically with the help of technology. For example, with little effort, hospitals can send automated messages prompting patients to complete a touchtone survey. A survey that asks patients whether they are experiencing pain–and whether or not they have been taking prescribed medications–provides good insight about the likelihood of them returning to the hospital. It also allows hospitals to respond to issues sooner rather than later.

    Medical teams know that patients are particularly vulnerable during the 30 days following a hospital discharge. Leveraging technology-enabled engagement communications multiple times, in multiple ways throughout that month-long window is a good strategy for improving post-discharge transitions. Whether that involves reminding a patient about a follow-up appointment, asking them to submit a reading from a home monitoring device, verifying that they are tolerating their medication, or communicating about something else, it is important to have plans in place to initiate an intervention if necessary.

    For example, if a patient indicates that they are experiencing side effects or symptoms that warrant examination by a doctor, a hospital team member should escalate the situation and help coordinate an appointment for the patient. Recognizing problems is one component of improving care transitions, responding to them is another.

    Imagine a patient has recently been released from the hospital after having a heart attack. The patient was given three new prescriptions for medications to take. He may have questions about when and how to take the medications or whether they can be taken in combination with a previous prescription. Hospital staff can use technology-enabled communications to coordinate with the patient’s primary care doctor and pharmacy to ensure the patient has all the information they need to safely and correctly follow medication instructions. The hospital can also survey the patient to find out if he is having difficulty with medication or other discharge instructions, and learn what services or interventions might be beneficial. Following that, a care manager can provide phone support to answer questions.

    Fewer than half of patients say they’re confident that they understand the instructions of how to care for themselves after discharge. Without some sort of additional support, what will happen to those patients? In the past, hospitals may have felt that patient experiences outside the walls of their facility were not their concern. But that has changed.

    Care transitions are exactly that–transitions. They are changes, but not end points. Hospitals should foster a culture that recognizes and supports the idea that care does not end at discharge. It continues, just in a different way. When patients physically leave a hospital, the manner in which care is delivered needs to progress. Rather than delivering care in person, healthcare organizations can support patients via outreach communications. The degree to which that happens impacts how well (or poorly) transitions go for patients.

    Improving care transitions is not as daunting as it might seem, particularly for medical teams that use technology-enabled communications to support and engage patients. To ensure patients have the knowledge and resources they need, and that they are acting in ways that will keep them out of the hospital, medical teams must focus on optimizing communications beyond the clinical setting.

    About the Author: Chuck Hayes is an advocate for utilizing technology-enabled communications to engage and activate patients beyond the clinical setting. He leads product and solution strategy for West Corporation’s TeleVox Solutions, focusing on working with healthcare organizations of all sizes to better understand how they can leverage technology to solve organizational challenges and goals, improve patient experience, increase engagement and reduce the cost of care. Hayes currently serves as Vice President of Product Management for TeleVox Solutions at West Corporation (, where the healthcare mission is to help organizations harness communications to expand the boundaries of where, when, and how healthcare is delivered.

    HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.

    Guest Post: 6 Ways Predictive Analytics Will Move Healthcare Forward in 2016

    June 28th, 2016 by Anand Shroff, co-founder and chief technology and product officer, Health Fidelity

    change this text

    Identifying at-risk patient populations is one way to use predictive analytics to generate rapid returns.

    In non-healthcare sectors like retail and manufacturing, ‘predictive analytics’ was arguably the top buzz phrase of 2015. Respected industry analyst Gartner even included predictive analytics in its ‘Top 10 Strategic Technology Trends’ roundup. Predictive analytics have become increasingly important in the healthcare industry, too, as the volume of electronic data grows.

    But healthcare organizations have grappled with how to access, analyze and apply their data. Many lack the advanced automated capabilities needed to extract meaning from complex, unstructured data sets from multiple sources. However, it’s crucial to find a way, since the stakes are incredibly high: A McKinsey & Company study estimated that the industry could extract $300 billion in value annually from big data and drive overall healthcare expenditures down by 8 percent.

    The key to extracting maximum value from healthcare data sets is to use predictive analytics and cloud-based technologies. By analyzing current and historical data and using the findings to predict future events and trends, healthcare enterprises such as accountable care organizations (ACOs) and others can address the cost-quality equation that is so essential to successful operations in an outcomes-based environment.

    The pay-for-performance ecosystem ACOs and other healthcare organizations operate in today demands new strategies to handle bundled payments and population health management challenges, and predictive analytics are tailor-made to produce the insights they need. Using predictive analytics to assess current data sheds new light on the following key metrics:

    • The relationships between cost, quality and patient outcomes;
    • Clinical best practices that drive optimal patient outcomes; and
    • Individual and population-level health risks.
    • By submitting current metrics to predictive analytics, healthcare organizations will gain incredibly valuable insights into how various factors intersect to affect outcomes and which issues they need to address first to drive improvements and value. As they respond to changes in payment models in 2016 and beyond, healthcare organizations will also use predictive analytics to refine their strategies by:

      • Gaining insights into risk factors and how to optimize risk management;
      • Identifying the practices, performers and results that affect organizational performance; and
      • Assessing the impact of ACO reimbursement and bundled payment strategies.
      • Taken together, these are the six ways predictive analytics will move healthcare forward in 2016. By leveraging the power of predictive analytics, healthcare organizations will be able to clearly identify the factors that drive clinical quality and operational expenses. And by applying this information, they can predict and manage clinical and financial performance with greater accuracy. Moreover, they’ll have the opportunity to drive continuous improvement in practices and processes, which will minimize costs while maximizing care quality going forward.

        Healthcare organizations that want to put predictive analytics to work for their operations should consider a two-part strategy that focuses on simple, high-value initiatives first. They’ll need to create an infrastructure that allows them to secure quick wins and then address more complex projects—for example, focusing on revenue improvement by using predictive analytics to proactively manage risk can pay tangible, substantial dividends in the short term.

        Identifying at-risk patient populations in terms of the 30-day readmission window is another way to use predictive analytics to generate rapid returns. Once healthcare organizations have the right processes and practices in place, they can branch out into more complex initiatives like analyzing value-based payment models such as the ACO, episode-based care and patient-centered medical homes. The ability to use discrete and unstructured clinical, financial and operational data to improve performance is the key to success.

        Organizations that embrace predictive analytics in 2016 and beyond will have a key competitive advantage: They will have finally unlocked the value of their data. Predictive analytics have transformed many business sectors in 2015, and 2016 is shaping up to be the breakthrough year for predictive analytics in healthcare, driving better value and outcomes. That’s good news for healthcare organizations and patients alike.

        Anand Shroff

        Anand Shroff, co-founder and chief technology and product officer of Health Fidelity.

        About the Author: Anand Shroff is a co-founder and chief technology and product officer of Health Fidelity. He is responsible for the company’s product strategy and execution and marketing initiatives. He has championed the cause of enterprise performance improvement by promoting electronic capture, exchange and analysis of healthcare data. Prior to founding Health Fidelity, Anand was vice president of EHR and HIE products at Optum. Anand has an MBA from the Haas School of Business at the University of California, Berkeley and an MS in Computer Science from the University of California, Santa Barbara. Anand has an undergraduate degree in Computer Engineering from the University of Mumbai. Connect with Anand on LinkedIn and on Twitter.

        HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.

    Guest Post: 5 ACO Competencies to Create Value-Based Change

    May 3rd, 2016 by Bob Wadsworth, Client Executive, Freed Associates

    Only when an accountable care organization (ACO) succeeds in both delivering high-quality care and spending healthcare dollars wisely will it share in savings it achieves from its efforts. In this guest post, Bob Wadsworth, Client Executive with Freed Associates, suggests five steps for organizations to consider as they think critically about ACO development.

    Step 1: Set Holistic Quality Goals

    In care management, simpler is often better, especially if the same program can be used across numerous payor-specific ACOs. Some program capabilities are needed to address unique and specific line-of-business needs; others work across multiple insurance lines. If several ACO contracts delegate medical management, healthcare delivery organizations have the opportunity to set up across-the-board quality and cost/utilization management programs to achieve steadily improving quality, resource efficiency, and patient satisfaction improvements.

    To prevent assumptions about the burden of illness in attributed populations, get smart on their risk profiles. Find the target populations for risk/care management, and match them to specific programs. Better-performing ACOs have high-cost stratification in place for common episode treatment groups (ETGs) with high incidence rates and uncommon ETGs with lower incidence rates, allowing them to proactively address care coordination needs for an all-encompassing set of expensive chronic episodes.

    Integrated care management efforts require clinical staff to re-think and remodel their care approach, from a physician-only care delivery model to one involving team-based care across the medical, behavioral health, and social services continuum. It requires empowerment of care team members, and ensuring all roles are operating at the “top of their license” with clear delineation of who’s coordinating what across a range of medical and non-medical services.

    Step 2: Emphasize Financial and Organizational Goals

    Your board and physician leadership need to be aligned with your long-term plan for reimbursement mix changes. Establish how you plan to grow at-risk lives over your planning time horizon, specify percentage shifts in fee-for-service (FFS) and at-risk revenues. Given the increasing exposure to downside insurance risk in shared risk and capitation contracts, this is a difficult, yet essential, dialogue. This value-based transformation should be led by your CEO, CFO, and clinical leadership in visible ways.

    Be clear about the financial impact of the value-based ACO model and the individual contributions required of clinicians and administrative staff to reach sustained financial viability under new reimbursement models. Align financial incentives, such as individual physician bonus programs, with the new ACO financial contract structure.

    As second-generation ACOs gain steam, they get smarter on their end-to-end risk/care management models. Many ACOs build up internal HIT knowledge and secure objective, third-party input on enterprise-wide HIT strategies. These strategies will address overall enterprise needs and narrow the unique line of business needs. The objective of this effort should be to align senior staff on a multi-year, holistic vision of the organization and its operations. It can pay for itself by identifying technology rationalization opportunities (latent or un-identified by staff who could be wedded to a particular solution/vendor because of convenience or other subjective criteria).

    Step 3: Involve People and Roles

    Aligning the roles of patient care delivery staff to support an ACO model is a cultural and operational shift. First, educate clinical and administrative staff on management expectations for their departments and how individual roles might change. The dual focus on both quality and cost efficiency can be a difficult transition. Provide real examples and proof points, such as showing how reduced utilization through use of evidenced-based medicine guidelines (and joint physician/patient decision-making) can benefit the patient, curb medical cost inflation, and increase patient satisfaction.

    As you examine roles in a new ACO world, there may be duplicative roles across your organization and others, particularly payor medical management and inpatient case management. Remind staff that moving along the ACO ‘change curve’ will require a series of steps, with changes happening incrementally inside and outside the organization. Management’s goal is to orchestrate these changes in ways that incremental quality, cost, and patient satisfaction improvements can be readily seen as “waypoints” toward the desired future state of the enterprise.

    Step 4: Create and Maintain Sustainable Processes

    Process orientation and management is becoming a valuable competency in most ACOs. First, develop a process to identify the right group of patients for care coordination. If you don’t have the patient “risk score” data needed in-house, collaborate with your payors; they’re likely rich with the information needed to make informed decisions about areas of focus. Staff the care coordination of higher risk patients accordingly, using conservative case load benchmarks in the beginning, so case managers/care coordinators are not initially overwhelmed by productivity expectations. Work intelligently to determine the location of care coordination roles and their work activity —those that should be situated centrally or at physician offices. Measure results and continuously modify and improve processes.

    Being process-oriented means being “performance tracking”-oriented. Develop measurement capability so leaders can be informed by dashboards that tell them the health of the processes along with results. Inform and engage physicians continuously during the change process, so they can effectively champion the improvements.

    Step 5: Connect with the Right Technology

    One area of potential long-term financial gain is making better use of existing technologies, or replacing them with simpler, cheaper, and more effective technologies. Your organization may have purchased a veritable hodgepodge of niche technologies. But are they all working together to your utmost advantage? Might a narrower set of existing and new solutions be far better than, say, six disparate systems? As your ACO begins accepting more financial risk, the need to enhance IT systems increases, so people and processes supporting ‘risk management’ can be sufficiently supported.

    In an ACO world, it’s essential that technology be placed within the natural workflow of clinical staff. If they’re taking a lot of extra time training and re-training themselves to use a particular technology, they’ll be relieved when provided with a less time-consuming, superior solution in one or a few, easy-to-use software applications.

    Be sure your technologies meet multi-payor needs, so that a simpler technological footprint can be realized, which has speed and cost-to-market benefits when trying to improve overall operations. A simpler and easy-to-use technology portfolio will likely yield improved patient service and quality, and provide the benefit of higher staff satisfaction with their work environment.

    Bob Wadsworth joined Freed Associates in 2015 as a Client Executive. He has significant experience in deploying technology for cost, quality, and service improvement in both payor and provider operational settings. Prior to this position, Bob was a senior vice president of healthcare delivery networks with an integrated care management software company. He also has held executive positions at a large health plan and leadership positions in other health care technology companies, in addition to his management consulting experience.

    HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.

    Guest Post: 5 Ways to Protect Against Cyber Attacks

    February 23rd, 2016 by Salim Hafid, product marketing manager, Bitglass

    Cyber attacks like the recent hack of Hollywood Presbyterian Medical Center are on the rise.

    Editor’s Note: Could the Hollywood hack happen to your organization?

    The event had all the hallmarks of a Hollywood blockbuster, but this month’s assault by a hacker on Hollywood Presbyterian Medical Center (HPMC) was frighteningly real. The malware attack locked access to certain computer systems and prevented the medical center from sharing communications electronically, according to a statement by Allen Stefanek, President & CEO. The medical center paid the requested ransom—40 Bitcoins, equal to approximately $17,000—and restored its electronic medical record (EMR) system. There is no evidence at this time that any patient or employee information was subject to unauthorized access, Stefanek said in his statement.

    The HPMC hack is only the latest cyber attack to plague the industry. In this guest blog post, Salim Hafid, product marketing manager for Bitglass, suggests ways organizations can safeguard themselves against these damaging events.

    Data breaches in 2015 resulted in a massive 113 million leaked records nationwide, up from 12 million in 2014, according to Bitglass’ Healthcare Breach Report. This means that one in three Americans’ personal information was leaked as a result of cyber attacks. The increase suggests that hackers are increasingly targeting medical records, which contain a trove of valuable information including addresses, Social Security numbers, and patients’ medical history. As hackers become more sophisticated, IT must take steps to secure data both in the cloud and across all employee devices.

    Given the rising threat of cyber attacks, healthcare organizations must be proactive when it comes to securing corporate data. Here are five ways IT can both protect healthcare data in the cloud and limit the risk of a large-scale breach:

    1. Control access.

    Cloud applications have made file-sharing and access to data easier than ever, but for all the flexibility these apps offer, there are risks to sharing files with unsecured, unmanaged devices outside the corporate network. Granular access controls are a critical piece of the security puzzle in that organizations need the ability to limit access in certain risky contexts. In the case of the Anthem breach for example—in which phished credentials were used in China, resulting in 78.8 million leaked records—access controls would have limited the damage.

    2. Encrypt, track, protect.

    The most sensitive data in an organization is often the most valuable to hackers. Files with customer Social Security numbers, addresses, and medical claims information are the targets of large-scale breaches. To secure data, IT needs a means to identify the files that contain sensitive content and apply Data Loss Prevention (DLP) to those files. Contextual DLP solutions enable IT administrators to distinguish between devices and set policies to encrypt, apply watermarks to track data, or even wrap files with digital rights management (DRM).

    3. Secure BYOD.

    As demand for bring-your-own-device (BYOD) in healthcare rises, organizations need to protect data on unmanaged devices without impeding user privacy. What is critical here is control over data as it travels to the end-user’s device and data that resides on the device itself. With features like selective wipe and native mail access, organizations can encourage adoption of BYOD while still protecting data and maintaining HIPAA compliance on these unmanaged devices.

    4. Quickly identify potential breaches.

    As healthcare organizations are now more likely to be targeted by hackers than ever before, IT needs the ability to quickly identify suspicious traffic and be alerted to potential risks. Administrators can leverage tools like cloud access security brokers to act on that information and limit sharing using the aforementioned access control capabilities.

    5. Improve authentication.

    Major breaches like Anthem and Premera, coupled with the low rate of single sign-on adoption across the healthcare industry, highlight the need for a more secure means of authenticating users. With an integrated identity solution, organizations can maintain control over the key access points to their data and can easily manage user account credentials with tools like Active Directory. Industry standards like single sign-on, multi-factor authentication, and single-use passwords can also help minimize risk of breaches due to stolen credentials.

    These are just a few of the many ways healthcare organizations can better secure corporate data in public cloud applications like Google Apps, Box, and Office 365. In light of the massive year-on-year increase in breaches, securing healthcare data has never been more critical. Healthcare organizations need a HIPAA-compliant, comprehensive, data-centric solution that provides complete control and visibility over protected health information (PHI), a means of securely authenticating users, and BYOD security.

    Download the Bitglass Healthcare Breach Report for more on the key capabilities necessary to protect healthcare data in the cloud and achieve compliance.

    About Bitglass: In a world of cloud applications and mobile devices, IT must secure corporate data that resides on third-party servers and travels over third-party networks to employee-owned mobile devices. Existing security technologies are simply not suited to solving this task, since they were developed to secure the corporate network perimeter. The Bitglass Cloud Access Security Broker solution transcends the network perimeter to deliver total data protection for the enterprise—in the cloud, on mobile devices and anywhere on the Internet. For more information, visit

    HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.

    Guest Post: Delivering Value-Based Healthcare Starts at the Top

    January 7th, 2016 by Nicholas Christiano, National Managing Partner, Healthcare, Tatum

    The healthcare industry has long been characterized by change and evolution. Yet, new requirements introduced by the Affordable Care Act (ACA), as well as changing demands and expectations among patients, have created new pressures for today’s healthcare organizations. Healthcare providers that fail to address this new reality and meet the call for more value-based healthcare that focuses on the patient will struggle to remain sustainable in this changing world.

    So, what can healthcare management do to prepare their organizations to deliver more customer-centric care? Although a recent study found that the vast majority of healthcare CEOs plan to improve their ability to innovate, change technology investments and better manage data, very few have made significant headway in these areas. As with any large-scale change, the move to customer-centric healthcare needs to start at the top. To ensure an effective transition, C-level executives, whether the CEO or chief medical officer (CMO), must take the lead to get their teams on board and ensure they can create a sustainable model for the future.

    A New Approach to Patient Care

    Today’s patients have greater choice in the care they receive, meaning that organizations that don’t provide a positive experience for their patients will struggle to compete. The onus to improve falls on the CEO and CMO, who must revamp the typical patient experience of waiting a long time, only to spend five to seven minutes with the physician. Healthcare leaders can improve the process by making the operation more like a concierge service—scheduling appointments at literal points in time to minimize waiting, enabling patients to enter their information only once and treating patients as valued customers. They should also strive to offer more flexibility by way of extended hours, home visits and telehealth programs that enable patients to have a remote, video-based conversation with their physician.

    In addition to optimizing the patient experience, healthcare leaders must also change their cost structures. Rather than the typical process of determining prices behind closed doors and putting a margin on it, costs need to come down, be determined by performance and quality of service and be delivered with greater transparency. More and more, the industry is shifting to a value-based operating model. One such example is the accountable care organization (ACO) model, whereby healthcare providers join together to deliver a payment and care delivery approach that ties provider reimbursements to quality metrics, while driving down costs for an assigned patient population.

    The ACO approach links payment to quality improvements that can reduce costs for patients; data from the U.S. Centers for Medicare & Medicaid Services found that the ACO model has led to savings of $417 million since the program began in 2012. As the model continues to evolve, healthcare organizations will be managing a particular portion of the population whom they see regularly. When patients are part of a healthcare organization and receive frequent care, fewer patients will need emergency room service, resulting in lower costs. The industry is increasingly moving towards value-based operating models, but as with any change, implementing the associated customer-centric practices may be easier said than done.

    Best Practices to Deliver Customer-Centric Care

    To ensure their organizations remain competitive and sustainable in the face of unprecedented change across the healthcare industry, the CEO and CMO must implement the strategies that can lead to positive transformation. Though large-scale changes don’t happen overnight and inevitably will be met with some resistance, healthcare leaders should consider the following best practices to deliver a customer-centric approach:

    1. Meet patients where they are: Today’s healthcare consumers increasingly expect the same level of service from their healthcare providers that they receive in other areas of life and business. Healthcare leaders must spearhead the process changes that meet this demand, by providing greater flexibility, extended hours, home visits and telehealth.
    2. Set the tone for employees: To implement effective change management and overcome employee resistance, CEOs and CMOs must provide strong guidance throughout. Working with other C-suite executives to identify transformation needs, communicate these changes, introduce tools that can facilitate the transition and explain how each employee can contribute to delivering customer-centric care is essential.
    3. Revamp cost structures: To be successful, CEOs and CMOs must deliver on two key priorities: keeping patients healthy and providing service at reasonable costs. This entails designing a fundamentally different operating model and driving down costs for activities that do not provide value – all while offering higher-quality care to their target population.
    4. Seek outside help when needed: Healthcare leaders might not always have the internal senior-level capacity and capability needed to accelerate change. Leveraging the help of an executive talent provider to ensure the organizations have the support and expertise to deliver a more customer-centric patient experience can make all the difference.

    Meeting Demand for a New Level of Care

    As the ACA has given more people greater access to healthcare—and more options in how they receive that care—healthcare leaders must rethink their current processes to deliver high quality care. If patients are unhappy, they can always switch to another provider. In this age of empowered patients and increased competition between providers, the CEO and CMO must communicate a transformative vision throughout their organizations. This starts with having qualified leadership at the top to guide these changes, the right technology to facilitate the processes and the best team to deliver on this goal. With these factors in place, healthcare organizations can deliver the customer-centric care necessary for success in today’s healthcare climate.

    Nick Christiano

    About the Author: Nick Christiano is responsible for the overall execution of the National Healthcare Practice for Tatum, a Randstad company. The Healthcare Practice provides executive leadership solutions to healthcare provider organizations, heath plans, private-equity backed bio-tech firms and affiliated organizations where subject matter expertise is critical to a successful client engagement. Christiano is recognized as a leader in the pursuit of optimum patient care, productivity, efficiencies, cost management and navigating new challenges in the healthcare field. He has an M.B.A. in MIS/Finance from the John Hagan School of Business – Iona College and a B.S. with a dual major in Computer Science/Electrical Engineering from N.Y.I.T.

    HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.