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

Wednesday, February 11, 2015

The Democratization of Health Care and The Future of Medicine

There are several medical bloggers I follow faithfully using their RSS feeds.  ScienceRoll, written by Berci Mesko M.D. who considers himself an expert on the future of medicine, or at least has a comprehension of what has and what will happen with technology in medicine. It is an excellent source and stimulates my appetite for what is coming to us all.

In addition to technological advances, providers and patients alike  have advanced, some due to  technology, but also a new attitude for both parties. Some of it is fueled by the internet.  As the internet content  has evolved it eases the physician workload by the ability to outsource some education, and training to the patient and/or their family. The time saving is unmeasurable, and must be included in the increased efficiency of physicians, spending less time in order to see more patients with decreasing reimbursement. It is especially helpful for chronic medical conditions where patients and fa   v milies can read assigned article by their physicians.

Many patients and families have formed advocacy groups and social media communities focused on specific ailments, such as multiple sclerosis, diabetes, cystic fibrosis and other maladies that are less prevalent. These sites are often more beneficial to patients than seeing their physician once they are diagnosed. Patients often provide information amongst themselves that physicians do not address due to time constraints, or just plain ignorance in terms of daily living.  A patient or family can Google the disease, or search on  Facebook and/or Google + for Crohn's Disease (example) and quickly develop a contact with a fellow patient who may have more experience due to age, and/or family history.

In a recent post on Health Train Express  about where patients go on the internet to find health care information there are many different credible sources.

Patient centered medicine and patients such as ePatientDave harmonize with provider to improve patient care. Dave deBronkhart has his own story of medical misadventures. He tells a tale of poor communications leading to anxiety and apprehension, in addition to a possibly fatal illness.

Then there is Regina Holliday whose Medical Advocacy Blog and the Walking Gallery present an artist's view of health care. She is often in the back of the room painting what she sees at the medical conference


A Boost for Mobile Health


Parallel 6 Appoints David Lee Scher, M.D., Pioneer in Digital Health Technology, as its Chief Medical Advisor to Scientific Advisory Board



Parallel 6, an enterprise mobile technology company, has appointed David Lee Scher, M.D. as the Chief Medical Advisor of Parallel 6's Scientific Advisory Board. As a practicing cardiac electrophysiologist for more than 25 years and an experienced clinical trial investigator, his expertise makes him a knowledgeable resource to Parallel 6's Clinical Reach, an end-to-end technology solution for clinical trial recruitment and retention. His dedication to merge healthcare and technology is recognized worldwide as he travels globally to speak about the necessity of mobile health technologies, as outlined in his blog 'Five Reasons Why Mobile Technology Needs Clinical Trials.' - 




This article was originally distributed on PRWeb. For the original version including any supplementary images or video, visit - See more at:


The use of mobile health apps has not accelerated as quickly as industry pundits predict.


Mobile health apps can be classified as


1. Consumer oriented for accumulating data for evaluation of fitness,reporting on exercise routines. These are wearable devices and do not communicate activities in real time.

2. Patient portals for clinics, hospitals, and to give patients access to laboratory results, imaging reports, messaging, appointments
3. EHR mobile applications to add mobile functionality for providers, and hospitals
4. Provider oriented

Consumer oriented mobile health apps are readily available for download at the iTunes store for iOS ( Apple products, ie iPad, iPhone, iMac and Macbook.) 





Many are also available on the Google Chrome Store
















Mobile apps span a wide range of health functions. While many mobile apps carry minimal risk, those that can pose a greater risk to patients will require FDA review.
Please visit the mobile medical apps example page for a list of examples of mobile medical apps that have been cleared or approved by the FDA. Visit the Examples of MMAs the FDA regulates webpage for a more detailed list of examples of mobile apps that would require FDA review.

Mobile apps for which the FDA intends to exercise enforcement discretion

For many mobile apps that meet the regulatory definition of a “device” but pose minimal risk to patients and consumers, the FDA will exercise enforcement discretions and will not expect manufacturers to submit premarket review applications or to register and list their apps with the FDA. This includes mobile medical apps that:
  • Help patients/users self-manage their disease or condition without providing specific treatment suggestions;
  • Provide patients with simple tools to organize and track their health information;
  • Provide easy access to information related to health conditions or treatments;
  • Help patients document, show or communicate potential medical conditions to health care providers;
  • Automate simple tasks for health care providers; or
  • Enable patients or providers to interact with Personal Health Records (PHR) or Electronic Health Record (EHR) systems.
For a more detailed list of examples of these types of mobile medical apps that do not require FDA review, please visit the webpage Examples of Mobile Apps for which the FDA will exercise enforcement discretion.
Mobile Medical Application (Mobile Medical App) For purposes of this guidance, a “mobile medical app” is a mobile app that meets the definition of device in section 201(h) of the Federal Food, Drug, and Cosmetic Act (FD&C Act) - 7 - 4 ; and either is intended: · to be used as an accessory to a regulated medical device; or · to transform a mobile platform into a regulated medical device.

Keeping Up with Progress in Mobile Medical Apps


Tuesday, February 10, 2015

IT (including HIT) will increase in 2015,2015

Health Train Express will be covering new facts and newsworthy articles in health care.  Link to us using RSS, Like us on Facebook, follow us on Facebook, Google, and #healthtrain on twitter, or subscribe on one of our web pages.

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By Drew Doggett
Top Line: IT Spending What You Heard: Federal IT spending will tick up to $86.4 billion this year, a 3 percent increase from 2014. 
What it Means: The increase pales in comparison to the 7 percent average from 2001-2009. The Obama administration says it’s due to greater technological efficiencies, National Journal reports.
Average IT spending growth has been down 1.5 percent since 2010, and Obama’s request is coming in high in hopes of ensuring he gets at least as much in 2016. Look for Congress to appropriate less than the president’s request, but more than the ceiling allowed by the four-year-old budget law.
Instead of just spending more, the administration’s goal is to cut out unnecessary technology spending. That’s what’s driving programs like PortfolioStat, which former Acting Federal CIO Lisa Schlosser says has saved agencies $2.7 billion to date. The Office of Management and Budget (OMB) has been pressing agencies to use less expensive technologies to gain the same level of service, writes David Stegon atFedTech. What’s saved can then be plowed back into mission-critical needs. And not all agencies are treated equally. See the chart below.


















Expand U.S. Digital Service

What it Means: Obama now believes the USDS, conceived a year ago, can graduate from its startup phase and roll out across government. The aim is to bring proven private sector expertise to federal IT challenges. The USDS is run by Google veteran Mikey Dickerson, who revamped the Healthcare.gov site, and is now training his eyes on the VA IT systems and others. This will not impact EHR, or HIX. Funding for those was through the HITECH ACT, which incentivized capital investment in the private sector for it's implementation.


Cyber Sharing
What You Heard: The budget calls for $227 million to build a Civilian Cyber Campus to “better share information on cyber threats and incidents with those being targeted, improve the ability to share evidence of cyber-crimes with other nations, and maintain efforts to increase the Nation's cyber workforce.”
What it Means: After recent high-profile hacks, the proposal aims to protect the privacy and security of Americans by requiring companies to comply with strict guidelines for sharing customer information, such as removing unnecessary and liable personal information used purely for advertisers. The administration also wants to increase data transparency between the private and public sectors, if a breach were to occur.
Previously, a company could suffer a breach and not report it to the government. Soon it could be law. The proposals also enhance collaboration between agencies so relevant data can be shared at a faster pace.
Cyber Defense
What You Heard: The request illustrates a focus on open government data as a catalyst for the private sector. It provides $16 million for E-government initiatives in GSA’s Federal Citizen Services Fund, supporting important IT investments such as open data and digital government initiatives.
What it Means: A federal data-breach notification would raise awareness about the issue at companies by making it a bigger part of company policy,” said Tony Cole, VP and global government CTO with security firm FireEye. However, only 31 percent of companies surveyed by a PricewaterhouseCoopers study had a mobile security strategy and many feel that such proposals are just lip service. Cybersecurity appreciation is needed at both the executive and employee level of all corporations.
Compared to the period 2006-2009 overall HIT spending is down, and it will rise again in 2015 to level off in 2016. This reflect technology implementation at a rapid rate earlier.

Sunday, February 8, 2015

Blueprint Health Reveals 7th Class of Digital Health Startups

2013-2014 has been a banner year for digital health startups.  Many belong to TechStars’ Global Accelerator Network. Today’s addition of seven companies brings the accelerator’s total to 60 digital health with more than 140 entrepreneurs in Blueprint’s alumni community. Blueprint Health, a NYC based mentor-focused health technology accelerator has revealed its Winter 2015 Accelerator class (seventh class) of seven digital health startups to its portfolio.

Observation indicates the trend will continue as many investors see digital health as the golden goose of startup opportunities.  Today’s addition of seven companies brings the accelerator’s total to 60 digital health with more than 140 entrepreneurs in Blueprint’s alumni community. 


To date, 85% of Blueprint’s companies are still in operation and 85% of those companies are generating revenue.  Blueprint also supports the largest structured mentor network in the digital health space, with almost 200 senior level health executives providing mentorship and support to companies in the portfolio. 
From Signifikance, a data driven company that identifies clinically actionable genetic mutations for cancer to Moving Analytics, a telehealth platform for home-based cardiac rehab, Blueprint Health’s seventh class is focused building problem-solving B2B healthcare solutions.  .
Rock Health, another conglomerate has been in operation for several years. Digital health funding surpassed $4.1B in 2014 according to the recent Digital Health Funding: Year in Review 2014 Report by Rock Health. (Report download here).

Rock Health SlideShares
Watch the archived webinar  




The report found digital health funding in 2014 surpassed $4.1B, nearly the total of all three prior years combined, and representing 124% year over year (YoY) growth. 258 companies received funding with an average deal size of $14.1M, an increase of nearly 40% YoY. 


The New Currency for Health is Data. 

The conversion from conventional volume based reimbursement (fee-for-service) to a system based on good outcomes, fewer readmissions and quality ranking is in the early stage of formation. Nirvana will not appear quickly, as no one as yet has identified what to measure. Proponents are pointing to several metrics to accomplish this transformation using catalytic innovation. The disruptive technology of EHR, HIX, mHealth and wearable monitoring will  fuel this change.  Look for a gradual parallel system of fee-for-service and the new method.

Several additonal steps are necessary, one possibility is  the Accountable Care Organization.  ACOs are experiencing fitful starts with some organizations starting and then abandoning the expensive transition in organizational culture, and the investment in digital technology.  One of these is the federally funded Pioneer ACO.

Once the new metric is established the ACO may be the vehicle for adoption. It is complicated. ACOs are predicted to foster competition in cost and quality of care. Cost is  easy to measure, however no one can say how to measure quality of care. Is it outcomes, fewer complications, shorter stays, consumer satisfaction, and/or accessibility ? Possibly all of the above.