Friday, May 21, 2010

ONE SIZE DOES NOT FIT ALL WHEN IT COMES TO ENTERPRISE PACS


By Beth W. Orenstein, Radiology Today, Vol. 10 No. 19 P. 22

Bringing the functionality of nuclear medicine workstations onto the enterprise PACS is a true challenge, with most facilities employing one of three approaches.   Nuclear medicine was the first imaging modality to network and go digital. Nuclear medicine images are complex. Studies consist of four dimensions, use color to represent diagnostic information, and require dynamic image display. Sophisticated modality workstations have long allowed nuclear medicine physicians to reconstruct, review, and/or reprocess these studies as the reader desires. However, most facilities find their nuclear medicine workstations aren’t compatible with their PACS.


“What makes nuclear medicine/molecular imaging work so effectively is also what breaks PACS,” says Xiaoyi Wang, PhD, president, co-CEO, and cofounder of Thinking Systems Corporation, a PACS company that grew out of radiologists’ need to work with nuclear medicine, PET, ultrasound, and catheterization lab images.

Nuclear medicine imaging is functional rather than anatomical imaging, which is what makes the modality intrinsically difficult, Wang explains. “For functional imaging, obtaining images is only the first step. The more important steps are how to process and view the images in meaningful ways, as well as how to analyze the images to make an accurate diagnosis. Unlike most other modalities, for which you just need to acquire images and present them, as is done on PACS, molecular imaging requires a comprehensive suite of tools that are not necessarily available on a PACS workstation.”

Another obstacle to combining nuclear medicine and PACS, Wang says, is that molecular images are formed by collecting radiations from patients that are generated by injecting them with radioactive isotopes. “Compared to other modalities, information available to form images is very limited. To improve image quality, manufacturers have devised their own special technologies. These special technologies often result in proprietary information that no other vendor can support,” he notes.

Legacy Modalities
Yet another problem is that many institutions still use “legacy” nuclear medicine equipment from the 1980s and 1990s that do not support DICOM standards for distributing and viewing any kind of medical image. “For such old equipment, it is simply impossible to send images to PACS,” Wang says. “Even many of the devices that claim to be DICOM compatible only support sending screen captures at best.” Connecting these legacy devices to PACS is a major problem for many institutions, he says.

Finally, being able to store raw molecular imaging data on PACS and bring the data back to the modality is a challenge. “Most PACS either will not accept raw data or, when you retrieve the raw data back, it is no longer usable,” Wang says. That is why “the majority of healthcare institutions still do not use PACS for archiving molecular imaging data long term. In fact, the majority of nuclear medicine departments still maintain their own archive on CD/DVD, MOD [magneto-optical disks], or mini-PACS,” he explains.

In recent years, some solutions to the nuclear medicine/PACS dilemmas have emerged as more hospitals adopt facilitywide PACS and, in many cases, move on to their second- and third-generation systems. To solve the nuclear medicine image management problem, most facilities pursue one of three approaches.

One strategy is to use a nuclear medicine-based PACS and viewer that will function as a plug-in feature to the facility’s existing PACS. Thinking Systems’ plug-in to Philips’ iSite PACS is one example of this solution type. Another approach is to deploy and maintain separate systems for PACS and nuclear medicine studies. Many facilities use separate nuclear medicine mini-PACS solutions such as Numa’s NumaLink or NumaStore.

The third approach is to use an enterprise PACS designed to be friendly with nuclear medicine images. Thinking Systems’ ThinkingPACS is an example; it allows readers to use the same workstations to view and fuse all studies, regardless of their origin or vendor. Each solution has pluses and minuses, including cost, compatibility, and efficiency of both the technologists’ and physicians’ time. Here’s a look at them and their pros and cons.

Plug-In Solutions
Today, the majority of healthcare institutions have implemented enterprisewide PACS for general radiology. That’s why Thinking Systems developed plug-in and add-on solutions for some widely used enterprise PACS platforms, including Philips’ iSite PACS and Fujifilm’s Synapse PACS. “Thinking Systems’ plug-in and add-on provide the comprehensive solutions that our stand-alone PACS offers but within the third party’s PACS environment,” explains Wang. “This integration not only brings all modalities into a single PACS platform to improve productivity and quality of patient care, but it also generates significant savings in time through accurate and efficient workflow for the institutions.”

The nearly 30 radiologists of Radiologic Associates of Fredericksburg who work at Mary Washington Hospital in Fredericksburg, Va., and seven medical facilities within a 15-mile radius chose Thinking Systems’ plug-in solution for their Philips iSite PACS. Neil B. Green, MD, vice chairman of radiology and physician director of nuclear medicine, says they already had a PACS system with which they were satisfied. “It came close to everything we needed, so we weren’t ready to abandon it,” he says, “but like so many other PACS vendors, nuclear medicine review was sorely lacking.”

The group’s radiologists wanted to have full desktop integration of all their applications on one unit. “It wasn’t making sense to have to purchase expensive dedicated workstations for every location the subspecialist might be reading from,” Green says. “We needed to find a way to build the tools into our standard PACS workstations across the enterprise to allow any subspecialty radiologist to read from any location and permit consultation with referring physicians from the same computer.”

Having the plug-in has improved workflow tremendously, according to Green. “We have about 22 iSite PACS workstations, and you can now sit at any one of them and read any type of exam, including nuclear medicine studies [eg, general, cardiac, SPECT/CT, and PET/CT]. All of the nuclear medicine images are stored and managed on our regular PACS archives. This means that all nuclear medicine studies, just like general exams on PACS, are part of our daily exam worklists and can be interpreted on any standard PACS workstation via the Thinking Systems plug-in. Comparison exams are always immediately accessible with no reprocessing required by the nuclear medicine technologist.” It also means that the results are available sooner for anxious patients and their families, he adds.

Is there a downside to this solution? From a radiologist’s perspective, “I don’t see one,” Green says. However, he adds, “I have had some technologists complain that they’re not as involved in preparing and processing the nuclear medicine images, since much of this role is being performed automatically by the plug-in.”

Separate Systems
There are some nuclear medicine mini-PACS that address connectivity and data storage issues, such as NumaStore software. Think of it as a plug-in to the PACS archive/server that fully supports nuclear medicine and PET/CT, where others offer a plug-in to the PACS display, says Larry Smith, president/owner of Numa.

“Numa’s solutions can archive all the data types generated by nuclear medicine and PET/CT and maintain the data with the proprietary information so that the studies can be recalled, reprocessed, or reviewed on a nuclear medicine or molecular imaging workstation,” he says.

It can make sense for many facilities to have separate archives for nuclear medicine studies in order to maintain all the capabilities and advanced features available in a molecular imaging workstation, he says. Another reason to have a separate nuclear medicine archive is to keep teaching and research studies separate from the clinical PACS.

The NumaStore software application also can be installed on a facility’s existing PACS server and share the archive storage space, Smith says.

NumaStore can be configured to automatically pull images from the molecular imaging workstation and forward images that are compatible to the PACS. PACS users and molecular imaging workstation users can query NumaStore for studies, Smith explains. NumaStore supports both DICOM and non-DICOM studies from various vendors and makes them compatible with all the workstations.

Nuclear Medicine-‘Friendly’ PACS
“What makes Thinking Systems’ ThinkingPACS different from other PACS is that our product provides comprehensive PACS/RIS solutions for nuclear medicine/molecular imaging in addition to general radiology and cardiology,” Wang says.

ThinkingPACS has several functions designed for molecular imaging, including the ability to communicate with any vendor’s modality devices, either through DICOM or proprietary communication protocols, and to receive, retrieve, and send all image types in true DICOM or proprietary formats without losing any vendor-specific information. “With ThinkingPACS, you can communicate bidirectionally with other imaging devices in the enterprise and ensure that the data integrity and vendor-specific information are preserved,” Wang says. With this nuclear medicine-friendly PACS, physicians are able to do PET/CT fusion, SPECT/CT fusion, nuclear cardiology processing and quantifications, and general nuclear medicine view, processing, and quantifications, he adds. Clinical solutions are available enterprisewide through either thick-client workstations or Web-based thin-client approaches.

The disadvantage to this solution is obviously cost. “If an existing PACS is to be replaced by a PACS with comprehensive solutions for nuclear medicine/molecular imaging, such as ThinkingPACS, then there is an obvious cost associated with it,” Wang says. The facility would have to decide whether the cost is justified, which could depend on how many nuclear medicine studies it does per day. Facilities that specialize in cancer may have a higher volume of PET and other nuclear medicine studies.

While Thinking Systems was founded specifically to address PACS issues with nuclear medicine images, other companies have taken steps to make their PACS offerings more compatible with the demands of nuclear medicine.

Christine Cooper, MS, CNMT, RT(n), director of radiology and cardiology/neurology at Griffin Hospital in Derby, Conn., chose a module by CoActiv Medical Business Solutions to integrate its nuclear medicine studies with its CoActiv PACS. The hospital, which has 26 radiologists, does about 80,000 imaging studies per year, of which nuclear medicine is a relatively small portion, or about 3,600 exams.

Cooper explains her choice: “My goal was to have all my imaging data in one place, and we’ve accomplished that goal. If I had a separate PACS just for nuclear medicine, it would be another server to manage, and I want all my data on one server.” However, she says, “Traditionally, once the nuclear medicine data is archived on the PACS, it can no longer be manipulated, and only the data that is not proprietary goes over to the PACS. Physicians can look at the images but not the actual full analysis.”

Still, Cooper finds that the system works well for their needs. “From a labor perspective, it creates a more efficient workflow when you have a central repository. You can hit a button and everything goes to a PACS. CoActiv also offers more advanced options for viewing nuclear medicine studies that allows for an interactive platform, which can solve both issues,” she says.

Rasu Shrestha, MD, medical director for imaging informatics at the University of Pittsburgh Medical Center, which has had a Philips iSite nuclear medicine and PACS solution for roughly five years, says it was the best choice for his center that includes 20 hospitals and 30 imaging centers performing more than 2 million imaging studies each year. It has not added the Thinking Systems plug-in to its iSite system.

The system alone has some limitations for nuclear medicine, according to Shrestha. “We can’t do everything,” he says. “There are some advanced features available via plug-ins for the nuclear medicine studies that we don’t have, but it’s advantageous to have the one system for reading the nuclear medicine and other imaging studies. It’s more patient centric and drives the workflow.”

Since mid-July, Carmichael Imaging in Montgomery, Ala., which does about 16 to 20 PET scans, 10 to 12 MRIs, and about 30 CTs per day, has utilized Siemens’ syngo TrueD, a whole-body imaging solution, on its PACS system so it can read any study from anywhere, says Patrick Rucker, MD, one of its three radiologists. The system registers data sets obtained using PET/CT, SPECT/CT, CT, and MR, allowing exams of patients scanned at different times—before and after therapy, for instance—to be compared.

Rucker says that previously the center, specializing in oncology, had separate workstations for its PET scanners. “It was good, but it wasn’t as efficient as it is now,” Rucker says. “Before, if you needed to look at a study that involved a PET scan and a CT, you would have to go back and forth between the two different workstations. I would have to either stop what I was doing and call the technician and say, ‘Please send the study to me,’ or I would have to find the old study myself and send it to my Siemens workstation and wait for the study to come over. With the new system, it’s just drop and drag and in 15 seconds, it’s loaded. It really has cut down on wasted time.”

Being able to look at all the images on the same workstation improves not only efficiency but also accuracy, Rucker says. “The less you look at an image, the more time it takes you. You lose your train of thought and could miss important details. With this system and its ability to fuse the images from the different modalities, my eyes never leave what I’m looking at and that makes it more accurate.”

The one disadvantage to adopting the new system, Rucker says, “is that you have to replace your PACS and go through the update process, but I had no interaction with that,” he says.

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Beth W. Orenstein is a freelance medical writer based in Northampton, Pa.  She is a regular contributor to Radiology Today.  




News: Thinking Systems™ takes PACS and RIS to a whole new dimension.

Tuesday, April 27, 2010

NORFOLK NUCLEAR MEDICINE SERVICES CHOOSES THINKING SYSTEMS RADIOLOGY INFORMATION SYSTEM (RIS)



Alliance Distribution Network (ADN) Canada is pleased to announce that in April 2010, Thinking Systems’ RADIOLOGY INFORMATION SYSTEM (RIS) was proudly installed at Norfolk Nuclear Medicine Services. 

ThinkingRIS is Thinking Systems’ Web-based RIS (Radiology Information System) product that is merged with ThinkingPACS (i.e., they share one single database). It offers the advantage of centralized storage for both images and patient information. ThinkingRIS allows clinicians or staff members to perform key tasks such as patient registration, scheduling, exam tracking, staff and resource management, report generation and distribution, etc., from any Windows computer on the network (Intranet or Internet).

ThinkingPACS and ThinkingRIS are both scalable to fit the needs of institutions of all sizes, from a single-doctor practice to a large hospital.  ThinkingPACS and ThinkingRIS are also based on an open architecture, using standard Microsoft Window operating systems (Windows 2000, Windows XP, Windows 2003, etc), and off-the-shelf hardware.

KLAS-Award Winning ThinkingPACS and ThinkingRIS are proudly installed worldwide in leading hospitals, research institutes, imaging centers, and advanced doctors offices, including notables Yale-New Haven Hospital, Massachusetts General Hospital, University of Miami, Toronto Western Hospital (Canada), Weigong Hospital (Taiwan), Oklahoma Cardiovascular Associates, Radiologix, State University of New York at Stony Brook, and many more.

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With over ten years in business in Canada and twenty PACS sites installed in Canada, Alliance Distribution Network (ADN) Canada distributes KLAS Award winning Thinking Systems PACS and RIS solutions across Canada, as well as both Digirad and Medi-Link.  For additional information please contact ADN directly.   Alternatively, please feel free to join the discussion on our new Facebook Page.

REFURBISHED PHILIPS ADAC DUAL-HEAD CARDIO MD


DESCRIPTION:
This Refurbished PHILIPS - ADAC DUAL-HEAD CARDIO MD (2002) is a fixed 90-degree Cardiology Camera designed to optimize office-based practices. Featuring excellent image quality, high throughput, and a small footprint.

FEATURES:
+ Hardware- Philips/ADAC Cardio MD
+ Fixed 90-degree gamma camera, LEHR collimators. 400lb supine / prone patient table, ECG gate, UPS
+ Software – AutoSPECT Cedar-Sinai processing
+ Full detector calibration
+ Like-new interior and exterior of system – fully reconditioned
+ Supported by a comprehensive one-year warrantee
+ AVAILABLE: 
 30-90 Days

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ADN Canada offers fully refurbished (pre-owned) gamma cameras. Systems selected for refurbishment are carefully chosen, refurbished, tested, and warranteed to ensure you receive a high quality nuclear medicine system.  Every refurbished unit provided is fully warranted and supported, virtually guaranteeing a risk-free investment and ensuring the most cost-effective maintenance.

ABOUT Alliance Distribution Network (ADN) Canada - Celebrating it’s 10 year Anniversary, Alliance Distribution Network (ADN) Canada distributes KLAS Award winning Thinking Systems PACS and RIS solutions across Canada, as well as both DIGIRAD and Medi-Link.   Alternatively, please feel free to join the discussion on our new Facebook Page.










Pre-owned (Refurbished) SIEMENS e.cam Dual-Head 180° Gamma Camera

Available:
Refurbished Siemens e.cam Dual-Head Variable Angle Gamma Camera

DESCRIPTION:
The Siemens e.cam Dual-Head Variable Angle nuclear camera enables 180°, 90° and 76° detector positions allowing the system to optimize sensitivity and throughput for general purpose, cardiology, oncology and neurology studies.  The systems full range of motion allows for caudal and cephalic detector tilt.

Features
  • Dual-head solution with variable angulations (180°, 90°, 76°)
  • Open gantry design
  • 3/8" crystal
  • Automatic body contouring
  • Whole body acquisition
  • Wide range of collimators
  • 12 months warranty
  • Service contract to meet your needs.
View Siemens e.cam Brochure 

Full View - Refurbished SIEMENS e.cam Dual-Head Variable Angle Gamma Camera




Looking for a specific refurbished modality or unit?  We can likely source it for you. For additional information please contact ADN directly.

ABOUT Alliance Distribution Network (ADN) Canada 
Celebrating it’s 10 year Anniversary, Alliance Distribution Network (ADN) Canada distributes KLAS Award winning Thinking Systems PACS and RIS solutions across Canada, as well as both Digirad and Medi-Link.     Alternatively, please feel free to join the discussion on our new Facebook Page.


Monday, April 26, 2010

MEDI-SCAN DIAGNOSTIC SERVICES INSTALLS ADVANCED THINKING SYSTEMS PACS AND RIS SOLUTIONS

Alliance Distribution Network (ADN) Canada is pleased to announce that Medi-Scan Diagnostic Services also selected and installed Thinking Systems KLAS Award winning PACS and RIS solutions 2009.

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Celebrating it’s 10 year Anniversary, Alliance Distribution Network (ADN) Canada distributes KLAS Award winning Thinking Systems PACS and RIS solutions across Canada, as well as both Digirad and Medi-Link.  For additional information please contact ADN directly.   Alternatively, please feel free to join the discussion on our new Facebook Page.

Alliance Distribution Network (ADN) Canada installs Thinking Systems PACS and RIS at three locations

Alliance Distribution Network (ADN) Canada is pleased to announce that over the past eight months 2009, Thinking Systems KLAS Award winning PACS and RIS solutions were proudly installed at:

+ ‪Kawartha Diagnostic Imaging chose Thinking Systems for their PACS and RIS requirements.
+ Alexander X-ray chose Thinking Systems for their PACS and RIS requirements.
+ Pine Ridge X-Ray chose Thinking Systems for their PACS and RIS requirements.








About Alliance Distribution Network (ADN) Canada
Celebrating it’s 10 year Anniversary, Alliance Distribution Network (ADN) Canada distributes KLAS Award winning Thinking Systems PACS and RIS solutions across Canada, as well as both Digirad and Medi-Link. For additional information please contact ADN directly.   Alternatively, please feel free to join the discussion on our new Facebook Page.

Saturday, April 24, 2010

DIGIRAD INTRODUCES C.PAX™ FOR CARDIOLOGY

Digirad Corporation (NASDAQ: DRAD) announces c.pax™, a combined structured reporting and picture archiving and communication system (PACS) in an online solution. The c.pax™, reduces capital costs, information technology (IT) support and maintenance costs and increases practice workflow efficiency.


It all starts with the revolutionary cardius x.act, the world’s first (and only) solid state SPECT system that combines solid-state detectors; a rapid imaging detector geometry; a low dose volume CT attenuation correction approach; 3D-OSEM reconstruction; and upright imaging. That’s right, 5 enabling technologies, all from Digirad - all in the X.ACT. The X.ACT meets today’s challenges head-on and raises clinical performance in nuclear cardiology to, as we say, beyond a shadow of a doubt.  


Watch the video 


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Thursday, April 22, 2010

Canadian e-Health and Web 2.0


Healthcare systems are undergoing a series of complex transformations.  Consumers are demanding better services and information that enables provider transparency and a more personalized service delivery model.  This shift in healthcare has already begun, whether or not healthcare delivery organizations are ready to respond or not.  We are quickly moving away from the traditional models of medicine and towards a patient-centric model with the intent to deliver more efficient care, whilst simultaneously improving patient outcomes.  The advent of new web 2.0 eHealth technologies is proving a powerful catalyst and today’s savvy consumers (patients) are demanding that the often slow-moving healthcare industry act in response to their evolving needs.

With close to 70% of the Canadian Population  online — it stems to reason that most people prefer to investigate their health concerns online before visiting a Physician.  Moreover, these same people report that what they find online influences their treatment decisions.  The increasing expectations of consumers is a clear reflection of wider societal changes that have been evolving for a number of years, however, the pace of these trends has recently accelerated.  In particular, the ability to articulate and communicate (1:1) individual preferences and demands has been made far easier with advancing web technologies. Such tools, for example, have enabled even novice internet users to create and edit content online.  It’s clear; today’s Patients are becoming better informed and more web savvy; increasingly seeking services that allow them to take an active role in managing their health.  

Patient Empowerment
Empowering patients to take more control over their health extends to those actions individuals and take for themselves, their children, their families and others to stay fit and maintain good physical and mental health; meet social and psychological needs; prevent illness or accidents; care for minor ailments and long-term conditions; and maintain health and well being after an acute illness or discharge from hospital.    This “Self-care” is also one of the key building blocks for patient-centric healthcare delivery, and research shows that supporting self-care improves health outcomes, increases patient satisfaction, and reduces the increasing administrative burden.

This (r)evolution is also driven by things like the increased adoption of online services via broadband and mobile devices; the enhanced ability to connect with individuals in other social networks; the continuing ease in submitting content online; and the growing participation of users with similar interests in online communities.  People are flocking to online communities to share personal health experiences as well as learn from others with similar experiences or conditions.   Patient feedback on treatments and providers for example, has begun to develop into an online system that generates transparency in the health system.

Today’s web-savvy patients are using web tools to take responsibility for managing their own health status and care-path rather than always relying on experts or the 'doctor knows best' assumption. This self-service (self-care) trend effectively bridges the gap between caregivers and patients – before, during, and after the hospital stay and has far-reaching implications.

Heightened Transparency and Accountability
One of the central components of healthcare delivery (and public health at large) is information.  The use eHealth (ICT) technologies related to gathering and retrieving patient data is already important and will only become more important in the future. Millions of dollars are spent each year in Canada on patients with chronic diseases who do not receive the recommended care designed to keep their conditions under control.  

New web 2.0 consumer tools and service models for chronic conditions are taking shape and the trend toward measurement of clinical outcomes is increasing and irreversible.   As both regulatory agencies and consumers insist today on measuring the quality of care across a wide variety of clinical areas, “best-practice” treatment models emerge.  This follows the growing awareness that quality equals affordability and that the best way to control long-term costs is to provide higher quality care today.   

The Electronic Health Record (EHR)
Technology can be intimidating, however Practitioners recognize today that the use of a comprehensive, transferrable EHR promises to protect patients from preventable errors such as medication mistakes, surgical complications, and much more.   It’s proven that extending care delivery stakeholders access to timely, evidence-based and expert information enables more efficient and better-informed decisions.   A US-based 2008 New England Journal of Medicine survey found that “82 percent of those using such electronic records said they improved the quality of clinical decisions, 86 percent said they helped in avoiding medication errors, and 85 percent said they improved the delivery of preventative care.” 

Whether the goal is to heighten prevention, detection, integration, or extend patients self-management, the advent of new web 2.0 eHealth technologies is shifting the healthcare delivery paradigm to focus on connecting individuals rather than infrastructure – putting patients (and clinicians) at the centre of new models of connectivity for improved communication and collaboration.  The future has a way of arriving unannounced. 

May the dreams of our past be the reality of our future. 

Thursday, November 05, 2009

CANADIAN'S AND THE RUSE OF HEALTHCARE 2.0

Healthcare is the world’s most information intensive industry. Every day this industry produces massive volumes of data that, if properly used, can improve clinical practice and outcomes, guide planning and resource allocation, and enhance accountability. Electronic health information is fundamental to better health care. There will be no quantum leap forward in health care quality and efficiency without high quality, user-friendly health information compiled and delivered electronically.

The task of building an information network that patients, providers, managers, and policy-makers can use to improve decision-making at all levels is truly daunting (and the health information “agenda” competes with innumerable other claims on resources.)

That said, Canada’s Healthcare Informatics arena is rapidly changing, primarily due to growing public and private investment in Electronic Health Information Systems (EHIS). At the same time, a recent economic study (November 2009) identifies a serious need for increased labor and skills amongst Canadian Health Information (HI) and Health Information Management (HIM) professionals over the next five years. To compound further, there are fears in both the private and public sector that the successful implementation of EHIS systems is potentially jeopardized due to lack of qualified human resources. Add to this - - issues around Canada Health Infoway Funding, a limited and flawed EHR blueprint, Federal and Provincial politics, lobbying, posturing, competition, and (yes) corruption - - and it’s easy to see how a feast or famine (all or nothing) environment has been established.

From a consumer standpoint in Canada, advancing patient care has also unfortunately been tied directly to those vendors that have the bandwidth to extend a provincial or national solution (even if those platforms are antiquated and in many cases not standardized). This discussion (and subsequent funding) is entirely based on resources, and while absolutely a relevant conversation - - in practice - - has only left Canadian’s with a sub-par platform and an increased tax-burden.

So, while increasing evidence (and PR buzz) attempts to illuminate progress in extending a Canada-wide EHIS - - it’s really only proven to be lip service. As political pressures mount, huge contracts are extended to vendors who are in many cases no more equipped to deliver an integrated EHIS than a local start-up.

The best example one might extend related to the state-of-the-union of Canadian EHIS is from the “Wizard of Oz”.  One might think that it’s only a matter of time before Canadian citizens get wise to the kick-back’s, cost over-run’s, deception, and general systemic corruption in Canadian EHIS. Let’s not even get started on the role of “Consultants” in all of this. The unfortunate challenge is that, unless one is deeply entrenched in this sector for a number of years - - most investigations are only typically scratching the surface.

Neither the Canadian Government nor any of its elected bodies have yet to even get close to the real issues (and savvy multi-national vendors are well aware of this and capitalizing on it.) When Canadians finally pull back the metaphorical ‘curtain’ to see the ‘Wizard’ pulling furiously on ropes and levers - - to attempt to evidence progress - - they’re going to wonder whose hand was on the wheel?  Just take a look at the long, detailed (and growing) list of Federal and Provincial resources (i.e. dollars) allocated to accomplishing specific EHIS tasks that are never completed or even accounted for.

To be continued...

Monday, August 17, 2009

Province of Ontario: Ex-eHealth Chair quits ... again




August 14, 2009 | The STAR | QUEEN'S PARK BUREAU

Hudson's resignation from health ministry comes as PM wades into spending scandal. Premier Dalton McGuinty's go-to man in reducing health-care wait times has left the government – less than two months after being replaced as chairman of the scandal-ridden eHealth Ontario.

Acclaimed neurosurgeon Dr. Alan Hudson last week resigned from his full-time, $292,653-a-year job leading the province's efforts to reduce delays in cancer and cataract surgery, diagnostic imaging, cardiac procedures and hip and knee replacements. Reached on vacation with his family, Hudson said in an interview that he consulted Health Minister David Caplan and others before deciding to step down last Friday after five years in the job.

"Everyone wanted me to stay on, but I am not going to stay on until I die," said the 71-year-old Order of Canada recipient. "It is time for me to do other things – play with my grandchildren, do some travelling."

The news, first reported on thestar.com, came as Prime Minister Stephen Harper yesterday waded into the eHealth spending imbroglio – in which consultants who were paid as much as $3,000 a day raised public ire by expensing tea and Choco Bites cookies – with a caustic rebuke of McGuinty for costly delays in creating electronic health records for Ontarians.

"The federal government had in its budget considerable funds available for the (Canada) Health Infoway, for the expansion and pushing forward of the project to make health records in this country electronic, so I obviously would encourage the provincial government to get on with rectifying the problems in that area."

Senior provincial officials countered that the federal government has not yet given Ontario the cash for electronic health records. Because he was on contract, Hudson will not receive a golden handshake like the $317,000 given to departed eHealth chief executive Sarah Kramer, who finally broke her silence yesterday with an acerbic statement slamming the media and health ministry bureaucrats.

"There's no severance," said Terry Sullivan, chief executive of Cancer Care Ontario, where the wait times offices are headquartered. He noted Hudson was rattled by the eHealth experience, which became a major political headache for McGuinty, prompting him to clamp down on untendered contracts to consultants and the meals and treats they expense to taxpayers.

"He was distressed and troubled by the whole experience. ... I assume that was part of his calculus," Sullivan said of Hudson, crediting him for the innovative wait-times system that began tracking treatment times with an eye to improving them. A replacement for Hudson on the wait-times file has not been determined, but Sullivan urged the government to do so, noting that general surgeries will eventually be added to the list.

Hudson's departure is a further blow to McGuinty's Liberals in the wake of the eHealth debacle, in which revelations of spending abuses have continued to emerge – including an estimated $25,000 spent on writing and tweaking a speech for Kramer. She left the agency in June amid furor over executive perks, big bonuses and untendered contracts that total at least $16 million of taxpayers money. Kramer's 448-word statement issued yesterday appears to have been triggered by McGuinty's declaration Wednesday that it was a "mistake" to put her in the job.

She defended eHealth's hiring of (overtly) highly paid consultants, saying she had to take over a "moribund and deeply troubled and dysfunctional organization." While she acknowledged the expense was "not negligible," she deemed it an "essential investment" in speeding progress to creating electronic health records.

"As with any major change, our efforts were met with strong, intractable resistance and outright hostility in some quarters, including within the Ministry of Health and a few other vested interests in the health care sector," Kramer wrote, also blaming "sensationalized media coverage." She did not respond to requests for an interview.

Hudson defended Kramer's performance, saying she did the best she could to bring electronic health records to the masses. "She is not a dreadful person," he told the Star.
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See original story

Monday, June 08, 2009

Province of Ontario fires eHealth boss Sarah Kramer over spending scandal



As identified in this publication on March 30th, 2009 (related to eHealth Ontario),"If it doesn’t work the first (second or third) time---rebrand and start over. Taxpayers have short memories." So let's be clear... what is being identified today by the National Post as an 'Important step to restore public confidence'---is really the forth time the Province has gone through this step. When will we ever learn?

There's a name for those who do the same thing over and over again and expect different results. Apparently that name is the Ontario Government---as yet another scandal over lavish spending at eHealth Ontario has claimed the career of a top public servant.

The provincial government said yesterday it was revoking Sarah Kramer's appointment as president of the agency in charge of creating electronic health records. Ms. Kramer has been dogged by reports that she has been involved in questionable procurement practices where large contracts -- totalling $5-million -- were awarded without tenders from September, 2008, to January, 2009.

The contracts revealed a tangle of relationships between many senior eHealth officials, including Ms. Kramer, board chairman Dr. Alan Hudson and their former colleagues and associates.

Ontario Health Minister David Caplan said yesterday he was revoking Ms. Kramer's appointment after "many valid concerns have been raised regarding eHealth Ontario."

Calls for Ms. Kramer's resignation had been growing as opposition members accused Mr. Caplan of endorsing the lavish and questionable spending at eHealth Ontario through his inaction. Conservative party researchers obtained details of the contracts through Freedom of Information requests.

Ron Sapsford, Deputy Minister of Health and Long Term Care, will now serve as acting president and chief executive officer of eHealth Ontario.

Mr. Caplan said he asked the board of eHealth to "launch a third-party review of the agency, overseen by a government auditor," and asked for a prompt review by the Auditor-General.

Mr. Caplan said the move was "an important step to restore public confidence in the agency and its mandate of modernizing our health care system."

However, replacing the head of eHealth does not end the scandal for the Liberal government, opposition critics said.

Bob Runicman, the Progressive Conservative party leader, said Mr. Caplan himself needed to step down and suggested Ms. Kramer should repay some of her compensation.

"A so-called resignation on a Sunday afternoon that is clearly designed to avoid public scrutiny is simply not acceptable," Mr. Runciman said in a written statement. "The buck stops with Health Minister Caplan. He needs to quit now, and stop taking the easy way out by assuming he's off the hook with Ms. Kramer gone. If he won't leave on his own, the Premier should show him the door."

He also said Ms. Kramer needs to do more than step down.

"In these especially tough economic times, when taxpayers don't get value for their hard-earned money, it should be paid back," he said.

"We expect the Minister to reveal today the exact amount of Ms. Kramer's compensation package, and whether or not she has been asked to pay back any of her lucrative salary, hefty bonus and extravagant expenses."

Ms. Kramer will get $317,000 in severance pay, but will forego the bonus and benefits stipulated in her contract. According to Caplan spokesman Steve Irwin, Ms. Kramer will be required to pay back some of that money if she gets another job in the next 10 months.

The contracts engaged by eHealth Ontario have been under increasing scrutiny.

Three contracts totalling nearly $2-million, for example, were awarded to Courtyard Group, whose founding partner, Michael Guerriere, worked closely with Dr. Hudson for years. Mr. Guerriere's wife, Miyo Yamashita, was the beneficiary of a four-month, $268,000 contract, as managing partner of Anzen Consulting Inc.

Conservatives released documents last week showing Ms. Yamashita, who as a partner at Anzen was responsible for developing a communications and media strategy, billed eight hours (at $300 per hour) for tasks that included sending herself e-mails and calling herself to ask follow-up questions.

The documents also show a senior vice-president, Donna Strating, was expensing $3 snacks and even cheaper soft drinks even as she earned $2,700 per day.

Other reports indicate Ms. Kramer listed an Accenture Inc. executive as a reference when applying for the full-time CEO job. Accenture benefited from three single-sourced contracts worth $1.3-million, two while Ms. Kramer was advising the board but not yet hired and a third shortly after she was hired in November.

Saturday, April 18, 2009

GOOGLE HEALTH ACCUSED OF INACCURACY IN ELECTRONIC MEDICAL RECORDS



Google Health, Google's health care IT solution, has been taken to task by physicians who say the billing information it uses for some patients' electronic medical records can give an inaccurate picture of their health conditions. Since rolling out in Feb. 2008, Google Health has been positioned as competition for Microsoft's health care IT offerings, as well as sites such as WebMD.

Google is encountering protests from users who say the information its Google Health beta Website presents has the potential to be inaccurate when it comes to electronic medical records. Much of the online traffic over the issue has stemmed from one particular case, that of kidney cancer survivor Dave deBronkart, who transferred his medical records from Beth Israel Deaconess Medical Center to Google Health, only to find that the latter had taken information from his billing records to incorrectly state that he had chronic lung disease and other conditions.

"I've been discussing this with the docs in the back room here, and they quickly figured out what was going on before I confirmed it: The system transmitted insurance billing codes to Google Health, not doctors' diagnoses," deBronkart wrote on his personal blog on April 4. "And as those in the know are well aware, in our system today, insurance billing codes bear no resemblance to reality."

He also wrote, "I suspect processes for data integrity in health care are largely absent, by ordinary business standards. I suspect there are few, if any, processes in place to prevent wrong data from entering the system, or tracking down the cause when things do go awry." deBronkart took care to say the post was not "a slam on Google Health."

However, the story reached the Boston Globe on April 13 under the title "Electronic Health Records Raise Doubt." The article quotes deBronkart's primary physician, Dr. Daniel Sands, as saying the information from billing records, incorporated into Google Health, should never be used clinically.

When contacted by eWEEK, a Google spokesperson referred to the Globe article's quoting of Dr. Roni Zeiger, product manager for Google Health, as saying having such information available online will benefit users in the long term as the solution's accuracy improves.

"That's something I think we could do better on," the article quotes Zeiger as saying with regard to whether Google Health indicates the source of data for each diagnosis.

A number of online pundits have stated that physicians and other health care providers should be concerned about the importing of insurance billing records into Google Health precisely because of this lack of accuracy. Google has not posted a response on its blogs yet. 

Google upgraded Google Health in March 2009 to allow users to share medical records and other personal health information with doctors and trusted contacts. The announcement was greeted with skepticism by some users, who voiced privacy concerns.

That same month, Google unveiled that it was participating in a pilot program with the CMS (Centers for Medicare & Medicaid Services) that would let Medicare beneficiaries in Arizona and Utah import their Medicare claims data into Google Health. First introduced in February 2008, Google Health allows Google to share competitive space with Microsoft's health care IT offerings, as well as Websites such as WebMD.

Read original article.

Thursday, April 02, 2009

PROVINCE OF ONTARIO UNVEILS YET ANOTHER ELECTRONIC HEALTH DATA PLAN


March 30th, 2009
If it doesn’t work the first (second or third) time---rebrand and start over. Taxpayers have short memories.

To this end, Ontario has unveiled another round; a $2.1 billion strategy that hopes to give every diabetic patient in the province an electronic health record by 2012. Apparently the original $650 million was required to ensure the "right people" are working on the initiative.

The "eHealth Ontario" initiative will also connect doctors, patients and pharmacists electronically to better manage the flow, safety and effectiveness of prescription drugs and cut wait times at Ontario hospitals, the head of the group developing the program says.

"There is a very clear line between investing in information and information technology in these three areas and seeing improvements from a patient perspective," says Sarah Kramer, president of eHealth Ontario.

The 53-page strategy aims to have 65 per cent of the province's primary physicians and two-thirds of their patients hooked up to the electronic medical data by April 2012. The eHealth agency was formed last September after a previous costly and controversial program failed to produce viable health record plans.

The original program, called Smart Systems, had been created in 2002, employed 300 people and wasted $650 million as part of its mandate to electronically link and support Ontario's 150,000 health-care providers. But a 2007 operational review found it was riddled with delays, lacked any accountability and its privacy policies were incomplete.

When the new, restructured and rebranded agency was formed, the province brought in Dr. Alan Hudson - head of Ontario's drive to shorten wait times in key areas. Hudson, who is chair of eHealth Ontario, quickly created a new board of directors filled with Bay Street notables.

Conservative health critic Elizabeth Witmer called Ontario's record on eHealth extremely poor. "(The government) has already invested half-a-billion dollars and we have seen NO results," she said. One might think there would be greater accountability. Or any!? In an attempt to prove, if you throw enough money at something it looks like progress, the new agency says its goal is to have enrolled 100 per cent of physicians and all of their patients by 2015. It also would like to see 65 per cent of medication orders filled electronically in three years with 35 per cent of physicians ordering drugs via secure, electronic prescriptions.

Key to the program, Kramer says, is the enrollment of as many as 800,000 diabetes patients in the province into the electronic record system. Currently, Kramer says, only half of diabetics receive the kind of basic, preventative checkups that can keep them out of hospital by catching common complications of the disease before they cause acute harm. The plan will implement a tracking system that will allow physicians and patients to follow care and alert them when any of those signal examinations are due or have been missed.Both physicians and patients will be able to access this information through the use of passwords.
On the pharmacy side, Kramer says the electronic triangle the strategy will form between patient, doctor and pharmacist will cut back significantly on the frequent mistakes that accompany prescription drug use.

Kramer says the strategy will cut wait times most significantly by keeping diabetics out of hospital. Once the infrastructure and training are in place, it will be easier to bring other diseases into the electronic system. The money, approved by the provincial cabinet in May 2008, will also fund such programs as Ontario Telemedicine Network, which provides over-the-phone medical advice to hundreds of people annually. Dennis Darby, head of the Ontario Pharmacists' Association, welcomed the new strategy. "It certainly will allow pharmacists to provide better patient care," he says.


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