The digital health space refers to the integration of technology and health care services to improve the overall quality of health care delivery. It encompasses a wide range of innovative and emerging technologies such as wearables, telehealth, artificial intelligence, mobile health, and electronic health records (EHRs). The digital health space offers numerous benefits such as improved patient outcomes, increased access to health care, reduced costs, and improved communication and collaboration between patients and health care providers. For example, patients can now monitor their vital signs such as blood pressure and glucose levels from home using wearable devices and share the data with their doctors in real-time. Telehealth technology allows patients to consult with their health care providers remotely without having to travel to the hospital, making health care more accessible, particularly in remote or rural areas. Artificial intelligence can be used to analyze vast amounts of patient data to identify patterns, predict outcomes, and provide personalized treatment recommendations. Overall, the digital health space is rapidly evolving, and the integration of technology in health

Sunday, February 9, 2014

Health Reform to 2014 and Beyond or Back to the Future




The More You Understand About the 2014 Changes,  The Better.

If you had not noticed.

I am retired from clinical practice, and  admit I miss seeing patients.  My career goals have changed as some of you have noticed.

During the last decade I became interested in health information technology and set out to communicate with fellow professionals.  Readers of Health Train Express and it's predecessor will see an evolution, beginning with electronic medical records, health information exchange, health reform, mobile health applications, remote monitoring, and telehealth. They all serve to integrate our health communications for providers and patients.

During the last 12 months I was diverted by the Affordable Care Act and  the promises of Accountable Care Act. The potential for these new paradigms are great, however the day to day activities of providers and hospitals will  increase their load, and without additonal reimbursements. Providers have been expected to make huge capital outlays for health IT, design,implement and use these new systems.  They are directed at reductions in reimbursements to allow the large growth in patient access.  i doubt whether there will ber an actual decrease in the gross outlays for health care.  However during the past two years there have been reports of a decrease in the rate of growth.

There are some key actions to implement changes:  These webinars are designed to address specific areas that will require action.


In the past decade there were some pre-paid and capitated models. The new paradigm is to approach payments connected to outcomes.  How they will be measured is open to great debate, and the subject should be addressed actively and with transparency before changes are made to avoid a catastophe such as the Health.gov benefit exchanges.  Some of these issues may be addressed by a 'global fee to hospitals and providers and/or medical groups as part and parcel of integrated medical systems.


The webinar addresses objective information for non-acute providers,practice and clinics on how to prepare for 2014 changes to the CMS EHR Incentiviei Programs.


GEMS is a term which most providers are not familiar. CMS on it's web site offers these white papers. 

     The compressed zip files contain 3 white papers.
     The Dxgem file addresses specifics of conversion from ICD9 to ICD10.

MDs Everywhere's Vice-President of Development, Doug Salas explains the impact of 14,000 ICD codes expanding to 70,000 will have on documenting


HIPAA has been around since the mid 1990'. Providers have always known the standards of ehtical private confidentiality.  HIPAA was designed for others, institutions who deal with large amounts of patient health and financial data.  Penalties and fines are impressively high and the law has been enforced agains several large hospitals and other custodians of health records.

Recording and Archived:  (In case  you cannot attend the webinar at it's schedule time) At the time of registration you will receive a link and a date, which can be downloaded to an Outlook  .ics file.

All of the webinars will be archived for later viewing






Friday, January 31, 2014

Health Software Vendors

Software and hardware age quickly in health care. Software and hardware evolve, change and become obsolete quickly in the course of five years. Much changed during this 1/2 decade as providers and hospitals geared up for the HIT revolution.

Just ten years ago (2004) EMRs were very few and only 10-25% of providers or hospitals had any type of electronic health record.   The concept of health information exchanges and interoperability were still seminal ideas. Mobile health applications were few.

Following the HITECH Act the progress has been staggering. On the one hand it stimulated the adoption of EHRs, on the other hand in a rush to capture the incentive and avoid penalties, users were coerced to obtain inadequate electronic systems which were not tested for ethnology or true user functionality.  Many were and still are a barrier to efficiency and do not instill confidence in physicians by patients when providers faces are embeded in their display, which minimized face-to-face contact.  Transference as most providers realize is a key component of patient reassurance and compliance.  Score two big negatives for the current generation of EMRs.

Many providers have invested in EMRs, some already had EMRs which were compliaint enough to be CCHIT certified for interoperability (necessary to use HIX (health information exchanges) to exchange data with diverse EMRs.  Some were able to be upgraded to satisfy Meaningful Use, Stage I.

However many of these pre-existing systems are now insufficient to be further upgraded due to the increasing complexity of reporting metrics to CMS and Health Insurers.  Now faced with ACOs (Accountable Care Organizations the EMR and HIX face the challenge of further requirements.

For some the time as come to upgrade their EMR even though it may be only five to ten years old.

There have been many reports about physician dissatisfaction with first, or second generation systems. Offerings are divided between small practice, medium size practices, and large enterprise integrated health systems.

Perhaps a measure of change can be found in a report from MarketWatch of the Wall Street Journal.  I find the WSJ to be a reliable source of change in markets as they measure financial changes early on.


EPIC has been the leading software vendor for large enterprise systems.  This year however KLAS has ranked athenahealth as the top vendor replacing EPIC as rated by thousands of health care providers across the U.S., athenahealth is now rated #1 in the following categories:

-- 2013 Best in KLAS Overall Software Vendor
-- 2013 Best in KLAS Overall Physician Practice Vendor
-- 2013 Best in KLAS Practice Management Service, athenaCollector(R), for the 1-10 and 11-75 physician segments
-- 2013 Best in KLAS Patient Portal, athenaCommunicator(R)
The old guard of HIT leaders is finally being displaced by more nimble, innovative models designed for health care's future - not for its past," said Jonathan Bush, chairman and CEO, athenahealth

Health IT in Asia at Health 2.0 India

Read more about it at Health Train Express including these topics of interest
  • Designing an improved patient experience for a Billion people
  • Trending – Startups, Funding and Accelerating Health 2.0
  • Health 2.0 in the village
  • Quantified self, wearable sensors and trackers
  • Mobile health in real life
  • Rise of big data and better decisions
  • Pharma and better outcomes
  • C-Level executives unplugged
  • Unmentionables amplified – Sex, Sport & Rock n’ Roll

Monday, January 27, 2014

Radiology One of the Highest Paying Medical Specialties

Contributions to this post are from:
Mike Bassett, 



One of the   principal determinants some medical specialties is salary. However, that is not the only factor in specialty selection by trainees.  Some of the other factors are:

Relatively good hours and call schedule
Flexibility of work locations
Group Practice insulated from  financial issues
Hospital based employment, an option
Support as consultant for most specialties
Technological advancements in CT, MRI, PET and other new imaging techniques

Fierce Medical Imaging reports that although Radiology reimbursement has flattened out and perhaps decreased there are an abuncance of job seekers in Radiology.



  1. Study: Two job seekers for every new radiology position
An analysis of the American College of Radiology job board suggests that for every job posted there are two radiologists seeking jobs, according to a study published online in the Journal of the American College of Radiology.

According to Anand M. Prabhakar, M.D. of the department of radiology at Harvard Medical School and Massachusetts General Hospital, while the general impression of the radiology job market has been "grim," there has been little research done tracking employment statistics. 
The researchers found that the during the study period, the mean number of new job seekers was 168 per month--twice as many as the 84 job postings found on average per month. 

No appreciable difference in the number of new job postings between 2011 and 2012 was found, while the number of newly registered job seekers ranged from 80 in May 2012, to a high of 418 in October 2010. October through November of 2010 represented one of the peak periods of job competitiveness (represented by the number of newly registered job seekers), along with August through November of 2011 and October and November 2012.
Consequently, the researchers concluded that there is a seasonal variation in interest in the ACR jobs board coinciding with the July 1 start date of fellowship training programs.

The study is a relatively short term study and in a period of rapid change with the Affordable Care Act and the imminent development of Accountable Care Organizations.

Radiology suffers from the same pessimism stimulated by reductions in earnings. 

In the face of what appears to be a shrinking job market, practicing radiologists have an obligation to those just starting their careers "to help them get through this difficult time," write David Levin, M.D., and Vijay Rao, M.D. in an article published in the April issue of the Journal of the American College of Radiology.
report last year by physician recruiting firm Merritt Hawkins illustrates how job prospects have declined for prospective radiologists over last several years. According to the report, demand for radiologists--Merritt Hawkins' most requested specialty in 2003--ranked just 18th last year.
The reasons for the fall in demand, according to Levin and Rao? Slowdowns in utilization and reimbursements; longer radiologist hours to maintain compensation levels (consequently decreasing the need to hire new radiologists); current radiologists deferring retirement; and the advent of picture archiving and communications systems and other digital enhancements that have increased efficiency.