Via GovLoop / Mark Hensch

Washington’s decision to deliver major health care benefits using cloud computing shows why it is critical for large-scale IT modernization, according to two technology experts.

In 2018, Washington’s Health Care Authority (HCA) became America’s first agency to transition its entire digital platform for delivering Medicaid assistance into cloud.

“The mission of Medicaid agencies isn’t to deliver technology,” John Harding said during a GovLoop online training on Thursday. “It’s to deliver services. The more we can make IT services more efficient, the more dollars can be spent on the true goal of benefits delivery.”

Created by the federal government in 1965, Medicaid now ensures tens of millions of citizens can afford health care benefits despite having limited income and resources.

Harding, meanwhile, is Vice President of Operations and Infrastructure at Client Network Services, Inc. (CNSI), an enterprise health care IT solutions provider.

Medicaid now helps states provide health care to people with income and resources below a certain level, making administering it a key focus of government IT offices nationwide.

Enter Medicaid Management Information System (MMIS) networks, which are digital platforms for streamlining Medicaid administration.

According to Harding, legacy MMIS networks are struggling to quickly comply with federal regulations and security standards for Medicaid systems.

“If you spend five to seven years to build a system, the regulations have changed, and the compliance has changed,” he said. “When you have legacy technology, you find yourself really behind the curve to keep up with those mandates. They’re coming fast and furious over the last few years.”

According to Casey Burns, Health and Human Services Leader at Amazon Web Services (AWS), cloud could offer a solution to these MMIS problems. AWS is an on-demand cloud computing platform provider.

“Cloud is a key technology for deploying the kind of speed and agility that organizations are looking to leverage here,” he said. “It’s to increase the pace at which we can innovate. At the same time, we’re creating lean, usable data. A lot of that is difficult with the technologies that are in place in a lot of legacy environments.”

Harding said that in Washington’s case, one of the immediate benefits from migrating their MMIS IT to cloud was saving energy and time that was formerly spent maintaining legacy systems.

“It frees you up from a lot of things you have to think about with data storage, hardware and data storage,” he said. “It allows the state to focus on the policy and the program. It has removed a lot of mundane tasks that are there every day in an on-prem environment.”

Harding said that agencies considering adopting cloud like HCA should think about procuring, securing and preparing the technology for their workforce.

“It’s really important that when you are undertaking a cloud migration that you plan it very well,” he said. “Communication and collaboration are essential. It’s having that tight-knit team between the healthcare agency, the IT agency and your partners.”

Ultimately, HCA spent about a year transferring Washington’s MMIS network into a CNSI platform hosted in AWS’s public cloud.

Public cloud services are delivered over a publicly accessible network, and HCA is now using its version to provide Medicaid benefits cheaper, quicker and with more flexibility.

“All of these journeys begin with small steps,” Burns said of cloud adoption. “It will hopefully enable organizations to move faster. Technology should support that new way of working and not hinder it.”

There’s no doubt that Medicaid has transformed significantly since the passage of the Affordable Care Act in 2010. As the number of Medicaid beneficiaries has increased by 40% to 73 million recipients in 2018, so too has interest in Medicaid from investors, health insurers, provider-led plans and others. And together with leaders from federal and state government, Medicaid is being reshaped in ways that were never possible before.

Research firm McKinsey has identified five trends that are most likely to have an impact on Medicaid over the next five to ten years. Let’s take a closer look at three of their predictions and talk about ways that state leaders can prepare for and take advantage of these trends. 

Changing Demographics Want Digital Solutions

Research estimates that Medicaid will be a trillion-dollar program by 2026, thanks in large part to its expansion. And while more people are now eligible for the program, their disparate needs and communication preferences mean that traditional outreach programs may miss the mark for certain audiences. 

While the expansion of Medicaid has increased the program’s diversity, one across-the-board shift has been in the area of the adoption of digital tools. For example, even elderly populations expressed a desire for improved convenience and have adopted digital tools, with 70% of all Medicaid recipients surveyed indicating that they preferred digital solutions to phone or in-person encounters. And Medicaid recipients’ expectations are high; because many new recipients have had previous private or exchange-run coverage, they will be anticipating Medicaid service levels to be similar. 

State health leaders should keep this information in mind as you’re budgeting for and developing outreach programs and other efforts. Putting more time and money into digital offerings is likely to pay dividends.

Medicaid Expectations and Needs are Evolving

Today’s Medicaid agencies are under tremendous pressure to fulfill two vital roles: to serve as the traditional payer-purchaser for health services, and more recently, to stand at the forefront of innovation and act as a market shaper. But competing priorities—like reining in costs while expanding programs—along with increasing complexities among service providers (like those providing remote or virtual care) and a lack of certainty about future funding can make forward momentum tricky. 

To successfully face these challenges, agencies will need to focus on providing effective oversight to their managed Medicaid programs, aligning their standards with those of other major care sources. Additionally, focusing on improving transparency and outcomes will likely lead to significant modernization of operations and technology. 

Newcomers are Disrupting Medicaid Business As Usual 

Thanks to the approximately $1.5 billion in private-equity and venture-capital funding over the past five years, more than a dozen investor-backed startups and tech companies are making a play to become household names in the Medicaid environment. Unfettered by bureaucracy, these agile businesses are launching high-touch delivery models that deliver integrated care across physical, social and mental health. 

Additionally, companies like these have the ability to take on the risk associated with reaching out to specific populations—for example, dual-eligible beneficiaries—through partnerships with MCOs. As a state healthcare leader, it’s important that you know about and keep an eye on how these innovators are interacting in the larger marketplace, as their actions will ultimately have an impact on yours. 

Plan a Solid Medicaid Future

Certainly, continued Medicaid expansion will have an impact on Medicaid budgets, but it will also have a big impact on the expectations of beneficiaries, service providers and technology companies that want to reach the market. 

To prepare your state for these changes, it’s important that you realize the role the digital tools are playing in care delivery, and shape your outreach and care programs appropriately. Additionally, understanding the changing role of Medicaid—from that of simply being a payer to that of being an innovator in the space—is well underway. And finally, remember to keep an eye on what agile tech companies are doing in the marketplace, keeping an eye out for ideas worth borrowing or potential partnership opportunities. By recognizing these trends and following these tips, you’ll be on your way toward planning a solid future for your Medicaid enterprise.

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MESC 2019 was a stunning success! Thanks to everyone who stopped by our booth, attended our sessions and said hello at networking events; we’re already looking forward to next year’s conference.  Got a question you didn’t get answered at MESC? Please get in touch.

If you’ve been holding off on developing an app for your Medicaid audience because you think they aren’t ready for it, it’s time to think again. While there has historically been little interest in innovating technology in the Medicaid space for a number of reasons—the thought that Medicaid recipients lack access to the Internet and the perception that Medicaid recipients are less technically savvy, among others—the reality is much different. And state Medicaid leaders who are prepared to lead the technology charge will reap the rewards of streamlined processes, more satisfied patients and a more efficient system.

Medicaid Recipients are Embracing Technology

The Pew Research Center for Internet & Technology reports that 95% of people who earn under $30,000 a year own a cellular phone, and 71% of those are smartphones. And it is suggested that “Thus, far from being disconnected, many Medicaid beneficiaries are likely using their smartphones for all or most of their internet activity, potentially making them an exceptionally receptive audience for mobile health apps.”

Medicaid users who currently have access to health technology seem to be embracing it at a similar level to those who receive health insurance on the exchange or through their employer. Additionally, Medicaid recipients show overwhelming interest in future technologies that could help manage their health. Deloitte also reports that:

• Nearly half (48%) of Medicaid beneficiaries use their technologies to refill prescriptions
• 37% of Medicaid beneficiaries measure fitness and health improvement goals such as exercise, diet, weight, and sleep
• More than a quarter (27%) monitor health issues such as blood sugar, breathing function, and mood
• Nearly a quarter (24%) receive prescription alerts or reminders and measure, record, or send data about a prescription they are taking
• 77% of Medicaid survey respondents indicated that they’d be “extremely” or “somewhat” interested in engaging with a virtual assistant to help identify symptoms and direct them to a physician or nurse

Technology Takeaways

With 1 in 5 Americans being covered by Medicaid, there’s clearly a large market for apps and technologies that make it easier for patients to use. But what are the key takeaways state Medicaid leaders should know when it comes to technology, apps and reaching individuals on Medicaid? Here are a few tips:

Design for Mobile

Clearly, to best serve Medicaid recipients, responsive design is not an option but a necessity. Because the vast majority of your audience will be accessing your site and its functionality via a smartphone, it’s imperative that you take a mobile-first approach to your user experience. From your Medicaid application process to your online portal where recipients can find a provider, check on their cost-sharing responsibilities and view their benefits, ensure that all of your features and functionality work seamlessly on mobile devices. 

For a good example of a mobile app done well, check out Colorado Medicaid’s PEAKHealth app. PEAKHealth lets Medicaid recipients access their electronic Medicaid card for use on doctor’s visits, update information including uploading pay stubs and get fitness, happiness, parenting and other tips aimed at helping them stay healthy. 

As you’re moving forward with your technology, remember to walk before you run. Ensure that your website is responsive and works well on mobile before investing the time and resources in an app. You’ll have a much easier time converting web users to app users if they can easily navigate your website via their mobile.

Consider condition-specific apps

There are many subpopulations within the larger Medicaid population—for example, patients suffering from mental health issues, pregnant women and people with disabilities. To address the specific, unique needs of these audiences, some states have created apps that are focused on providing information and support to a particular subpopulation. 

For example, Wyoming Medicaid has an app aimed at pregnant women called Due Date Plus which, in addition to being connected to a 24/7 Nurse Line, also allows users to find providers, look up free community resources, and more. Reports on the effectiveness of the app showed strong user engagement and a return on investment of 3:1.

Think about the specific subpopulations in your state and then determine which, if any, may benefit most from technology. Then, identify existing resources that you could help leverage in a unique way. 

Expand your focus

It’s no secret to state Medicaid leaders that there are a number of social factors—education level, poverty, stability of employment, access to food, etc.—which have a huge impact on an individual’s overall health. That’s one reason why many states are collaborating with nonprofits and community-based organizations to either develop or incorporate technology that helps improve these social determinants of health. 

For example, Plentiful is an app created through a collaboration of the United Way of NYC, several NYC government agencies and nonprofits. Aimed at helping eliminate long lines and improve the service food pantries are able to provide, Plentiful allows people to make reservations to pick up food at their local food bank. 

While New York’s Medicaid program was not involved in the development of Plentiful, it’s easy to see how NY Medicaid recipients would benefit from the technology. As you’re working with your teams to develop innovative applications to improve your state’s ability to provide access to care and resources, consider partnering with—or at least pointing to—other organizations in your state who are doing innovative things that would also serve your audience. 

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Looking for other innovative technology ideas for transforming your state’s Medicaid program? Join us at MESC, August 19-22 in Chicago. CNSI will have representatives in the exhibit hall, speaking in sessions and at networking events; make sure to find us and say hello or get in touch to schedule an appointment. 

While you’re in Chicago this week for #MESC2019, take a moment to enjoy some of the sights, sounds, and foods that make this city special. We’ve compiled our own Top 10 list to help you get started:

10. Food Tour:  Deep dish? Chicago dog? What’s a better way
to experience a city than through its food?

9. Chicago
Theatre: Experience this iconic venue in the heart of downtown Chicago
(even if you aren’t seeing a show).

8. Mob
& Crime Bus Tour: Experience a distance past with Al Capone, Bugs
Moran, and Dion Johnny Torrio through local historians and a guided bus tour.

7. Field Museum of Natural History: One of
the best and largest natural history museums in the world, the Field Museum’s
museum collection has swelled to more than 24 million objects since it opened
in 1893.

6. Lincoln Park Zoo: In 37 acres and dating back
to 1868, this zoo is one of the last remaining free admission animal parks in
the United States.

5. Magnificent Mile: Squeezed into
eight blocks on the arterial Michigan Avenue is a whole world of shopping,
entertainment, dining, dazzling architecture and more things to do than you
could manage in a week.

4. Wrigley Field: Built in 1914,
Wrigley Field is home to the Chicago Cubs for the 102^nd year and
will be hosting the San Francisco Giants during the week of MESC (tickets).

3. Millennium
Park: Discover a state-of-the-art collection of architecture, landscape
design and art that provide the backdrop for hundreds of free cultural programs.

2. Skydeck Chicago: Offering spectacular views
spanning up to four states, a one-stop Chicago experience full of interactive
exhibits and…The Ledge, a glass balcony extending four feet outside the 103rd
floor of Willis Tower!

1. Chicago River Cruises: Out on Lake Michigan and along the Chicago River you can sit back and give Chicago’s cityscape the attention it deserves.

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Join us at MESC, August 19-22 in Chicago. You can find out how to connect with CNSI here: cns-inc.com/mesc2019

Savvy readers may remember our post from last September about The Medicaid Transformation Project, a two-year initiative spearheaded by former administrator for The Centers for Medicare and Medicaid (CMS) Andy Slavitt. As you may recall, the project’s goal was to identify, create, and spread access to creative solutions to improve the health of underserved individuals and save providers money.

At the time of the initial announcement last year, Slavitt and seventeen major health systems were dedicated to targeting four key areas: behavioral health, substance use disorder, women and infant care and avoidable emergency department visits. And now that we’re nearly a year into the initiative, where are things today?

28 Health Systems Involved

Since the project kickoff, 11 more health systems have joined the initiative; now there are a total of 28 health systems participating, representing 350 hospitals across 25 states. And to amplify their effectiveness, the participating health systems have spent their first year focusing on a single challenge area:  improving behavioral health resources in underserved communities. 

According to FierceHealth, overwhelming need and cost challenges are two of the drivers behind the participants’ desire to focus on behavioral health. “As of 2016, 44.7 million American adults—including 10 million adults covered by Medicaid—experienced a mental health illness. Beyond issues of care, there are cost challenges as well. Spending on Medicaid beneficiaries with mental health needs is nearly four times greater than for peer beneficiaries.” 

National Collaboration Leads to Local Action

To address the challenge of improving behavioral health, executives at partner healthcare innovation network AVIA researched and analyzed more than 150 digital solutions in the space and created a shortlist of 11 solutions and best practices. Then, at a forum this past spring, health system leaders evaluated the solutions—including using data to identify high-risk patients—and pinpointed the tools that best suited their organizations. Then they started using those tools at their organizations. 

The thought around this approach is that national collaboration can lead to local action, and that this collaborative approach helps speed decision-making and adoption. And Slavitt was quick to remind participants that progress, not perfection, is always the goal. “I challenged the health system leaders: pick the three things you like the best and adopt those. You’re not going to get your mental health program in your community to perfection in the next 12 months. That’s not the goal; the goal is to make it better,” he said.

Qualitative and Quantitative Data to Measure Success

Future plans for the initiative include focusing on the next two challenge areas: women and infant care and substance use disorder. Project leaders will use engagement, adoption and solution uptake among partner systems as a measure of the initiative’s progress. By combining that data with qualitative stories about patient impacts, project stakeholders hope to get a comprehensive view of the initiative’s success. “With those stories, we’ll be able to push the organizations toward further progress,” said Slavitt. 

Making it Better Is the Point

We’re excited to see the progress that the Medicaid Transformation Project continues to make on the patient care side of Medicaid, as patients certainly have the most to gain from health IT innovation. And we applaud Andy Slavitt’s goal of “making it better”—that approach mirrors the way we at CNSI approach health IT projects with our own clients. We’ll be keeping an eye on what’s happening with the Medicaid Transformation Project and will keep you posted on new developments.

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Want to learn more about Medicaid collaboration and innovation and how to measure success? Meet us at MESC 2019! Join us August 19-22 in Chicago for the “can’t miss” Medicaid conference of the year. Look for us on the exhibit floor, at networking events or speaking in sessions—or make an appointment for a one-on-one consultation. 

How do other states tackle modernization challenges? What’s the best way to get stakeholders on board for the cloud? And how do you prioritize individual modules? If you’re asking yourself questions like these, you are not alone. Many state health IT leaders are looking for guidance and best practices when determining the best way to progress in their modular capabilities. 

To answer those questions and provide additional insights, we asked three state health IT leaders—from Utah, Michigan, and Washington—to share their insights from the leading edge of modernization. Read on for modernization observations from leaders in Utah, Michigan, and Washington, and then check out this video to get more details on each of their stories.  

Cost/Benefit Analysis Helps Utah Make Informed Decision

Jason Stewart, Director, MMIS, and PMO for the State of Utah, suggests a cost/benefit analysis when helping stakeholders make informed cloud decisions. 

“We went and saw state-of-the-art data centers—all the security, all the different pieces. And for them [the stakeholders] the biggest concern was to have the data in the state, regardless of kind of security around those specific pieces. So, it was a lot of negotiation. We had to sit down with them and figure out, ‘Well, where do you guys feel comfortable?’  We looked at private data centers within the state and all the [other] different options that we had. We did cost/benefit analyses and just sat down with [our stakeholders] and gave them some options.”

“And as we worked through that, it really came down to sitting those options down in front of them and letting them choose, pointing out the pros and cons [of each option] and showing the cost/benefit analysis.” 

Partnerships Help Michigan Modernize 

Michigan’s Karen Scott, Director, MMIS Michigan Department of Health and Human Services, emphasizes the importance of state partnerships in the modernization process.

“Michigan has their idea. Illinois has their idea. You bring it together, and you’ve got one set of requirements you work with your vendor, and now you’ve got an even better product too—because it’s something that you’ll be able to really expand on.” Michelle explains that this kind of collaboration also helps when it comes to getting vendors to be responsive to requests. 

“Those elements of discussion when it comes to requirements and fit gaps—the partnership with another state helps to make it better. Even with Washington and Utah, we’ve found the same thing. We collaborate. We ask, ‘What are you guys doing with this? Have you pushed the vendor on it and where is it going?’ From a product perspective, I think we’re getting a lot more from our MMIS because of that shared platform and the ability to communicate across the business as well as the technology.”

Washington’s Focus on Data Governance

Cathie Ott, Director, ProviderOne Operations and Services, State of Washington, assets that data governance is one important element in modernization success. 

“We have just commenced on building a governance structure—which is not easy in the state of Washington if you look at Medicaid across the state and Health & Human Services. It’s five state agencies that we’ve built a governing coalition together, and we’re looking at modular principles that flow across that coalition so that when we do some of these enhancements, we can share them across the state.”

“When we look at the integration of systems, [we’re thinking about] ownership and data sharing. We’ve really launched that work to look at who owns the data, who’s going to own the systems, and what a shared system might look like. It’s a work in progress, but we’ve done a lot of work on the data sharing—figuring out who the stewards are of those data and who can make decisions around those data as they’re shared between agencies.”

Cathie believes that common data use agreements are imperative to success, and suggests taking a business-first approach to the conversation. “If you start talking about the business needs of data sharing rather than the system needs of data sharing, we find that it goes much more smoothly and more quickly. If you start at the bottom and start talking about the data needs first, it doesn’t go quite as well.”

State Collaboration is Key to Success

While Karen Scott from Michigan touched on the topic, a theme that rose to the top of the discussion was that of state collaboration and the benefits of sharing best practices among states. Not only did collaborating with each other helped these three states from a product roadmap perspective, but it also gave valuable insight into things to avoid and upgrades to consider. Regardless of their state-specific differences, each of the states found the advantages of collaboration overwhelmingly worthwhile. It’s something you’ll definitely want to keep in mind when approaching your state’s next modernization project. 

Want more insights on module modernization for your state? Get in touch with us at CNSI to discuss your specific needs and learn more about how we can help.

Interoperability: it’s a topic that’s top-of-mind for
today’s federal health executives. And it’s no surprise—when done right,
interoperability in the health information ecosystem means greater safety and
better outcomes for patients, along with a boost in efficiency and serious cost
savings all around.

But if federal health interoperability is the finish line,
where should health IT leaders get started? And what building blocks should
serve as the foundation for your interoperability conversations, both with your
internal team and with external partners? Great questions. For answers, let’s
take a closer look at five distinct elements that you’ll want to consider when
developing your own federal health interoperability project.  

Standardization

To maximize your data’s value and ability to
be used across agencies and platforms, it’s imperative that you keep electronic
health record (EHR) and health information exchange (HIE) data consistent and
standardized. Any deviation from the standard carries the possibility of
rendering the data useless in any system other than your own, so uniformity is
essential.

Standardization counts too when it comes to
implementation; stakeholders must agree, upfront, to implementation standards
if you are to ensure a base level of delivery for customers. If one partner
doesn’t have the technology, the funding or the will to meet the base standard,
the time to find that out is before
the project kicks off rather than once agreements have been signed and
resources have already been extended.

Not certain the best way to standardize data
across data sets? Check out the DATA Act first. The Digital
Accountability and Transparency Act (or DATA Act) of 2014
established government-wide data standards for reportable spending information
and has since been updated with guidance on handling personally identifiable
information. Other Data Coalition acts, including the Open Government Data Act, may provide
additional best practices on standardization.

Clear governance

Another building block of federal health IT
interoperability is that of governance; essentially, who is responsible for
(and has access to) what resources and when? Agreement on these roles and the
rules of engagement upfront is imperative to the success of your shared
project. The time to determine how you will overcome challenges and work out
any issues in the shared decision-making process is before the process begins, not in the middle of the situation, so
ensure that you, your internal stakeholders and your partner agencies are on
the same page.

Security & privacy

With ransomware attacks against municipalities making
headlines and data breaches wreaking havoc on a regular basis,
it’s understandable that data security and privacy are primary concerns for
both federal health executives and consumers. And exchanging data across
agencies brings its own challenges that must be resolved.

The Office
of the National Coordinator for Health Information Technology (ONC)
has developed specific guidelines related to achieving interoperability in an
ecosystem where individuals are at the center of their care and providers have
access to a big-picture view of their health, courtesy of a single, secure EHR
drawn from disparate sources. Check out ONC’s Interoperability
Standards Advisory for more information.

Technological viability

Think about your technology stack and the
platforms and tools you use on a regular basis. Could your current software
handle your new interoperability tasks? If not, how difficult would it be for
your organization to switch to something completely new? And what impact would
that change have on other areas of your organization?

Before moving forward on a joint project, each
partner and stakeholder must honestly assess your current technology’s
infrastructure and capabilities. Along those lines, you must also assess your
organization’s ability and willingness to adopt and adapt to new technology.
Your interoperability success will be largely dependent on how committed you
are to making changes that will facilitate interoperability and smooth
information exchange.

Mutual goals, values and trust

The most successful interoperability projects
are those that not only have a strong technology foundation, but a strong
organizational foundation as well—and at the core of that relationship is a
sense of mutual understanding and trust between the stakeholders involved. The
reality is that in projects of this scope, mistakes will be made and things
will be overlooked. Knowing that your partners and stakeholders are just as
committed as you are will help you keep everything in perspective rather than
allowing it to throw you off track.

Do you
have a specific interoperability challenge that’s keeping you awake at night?
Are you encountering more stumbling blocks than building blocks? Get in touch with us today to learn more about how we can help you
overcome your interoperability challenges.

The tenth annual Healthcare IT Connect Summit kicks off tomorrow in Baltimore. Leaders from across the State Medicaid industry will be joining together to discuss interoperability, Medicaid modernization, data privacy, security along with looking at emerging technologies such as blockchain and artificial intelligence in the Medicaid space.

At CNSI, we are proud to bring together leaders from the State of Michigan, Washington and Utah to discuss their definitions, approaches, and lessons learned from implementing a modular Medicaid system. We look forward to a lively discussion at the session: “Perspectives on How States are Navigating the Lifecycle of Modular Modernization” on Wednesday at 10 AM.  Ryan Howells, health IT thought leader and Principal at Leavitt Partners, will lead this interactive conversation.

If you’d like to follow the panel but won’t be at HIT in person register here for complimentary live video streaming.  We plan on sharing our top takeaways from the session shortly after so check back in on Thursday for more updates.

In its annual report to Congress, the Office of the National Coordinator for Health IT (ONC) urged progress in US health IT infrastructure through collaboration and innovation. Not only did the report support implementation of the health IT provisions of the 21^st Century Cares Act, but it also recommended that health IT stakeholders take specific action to accelerate improvement in the industry.

The ONC’s chief challenge, which comes as no surprise to health IT insiders, is improving interoperability. Much ink has been spilled about all the benefits of interoperability, especially when it comes to electronic health records. However, much less has been written about interoperability can actually work between government agencies. The technology exists but man-made problems (the report names six: technical, financial, trust, administrative requirements, reporting requirements, and IT usability) stand in the way of innovation.

But at CNSI, we accepted ONC’s interoperability challenge—and have been for quite some time.

In 2013, it was announced that Illinois would join Michigan in the nation’s first-ever shared Medicaid Management Information System (MMIS). This cloud-based technology creates savings for both states and the federal government, providing opportunities for Michigan and Illinois to share knowledge and resources, and leverage efficiencies to effectively implement federally mandated operating rules and compliance standards.

Other states are catching wind of the significant time and cost savings (up to $10 million in implementation costs and $20 million in operational costs over the next five years). Just recently, Arizona and Hawaii are now on the same path to modernizing their Provider Enrollment module using the same interoperable MMIS platform.

But our work doesn’t stop there. Putting to use a $200,000 grant from the Centers for Disease Control and Prevention (CDC), the New Hampshire Division of Vital Records Administration, and CNSI created a first-of-its kind mobile app to efficiently allow physicians, medical officials or funeral directors to report causes of death in near real-time. With this technology, the state and the CDC now have new potential to save hundreds and even thousands of lives by catching trends before they become tragedies.

So, yes. The challenges to interoperability exist, but so do the solutions. In what ways would you like to see health IT accept ONC’s interopability challenge?

There’s a lot to be said about the booming healthcare IT (HIT) industry. What, with Artificial Intelligence, wearable devices, and innovations as game-changing as insulin delivery systems. But how successful would any of these be if it wasn’t for the end user driving the need, the functionality, the usability? There’s a famous quote, which we believe in wholeheartedly, “A satisfied customer is the best business strategy of all.” (Michael LeBoeuf). Turns out that is not just a good quote, but a true one—as the research shows.

A recent study, published by JMIR Human Factors, was conducted in order to determine a user-centric model for developing HIT tools.

“There is a need…with digital innovation for a comprehensive process model to guide development that incorporates current industry trends, including design thinking and lean and agile approaches to digital development. This study aims to describe the foundations and phases of our model for user-centered HIT development.” researchers said.

So, what does this ‘user-centered’ development model look like?

The study, which incorporated advice from clinicians, health IT vendors, and users, boils it down to four-phases. This process follows the typical life cycle of product development but also takes into consideration the unique facets of the health care industry. These phases include: analyzing clinical workflows, conducting user testing, collecting testing and market feedback, and providing training and support for both business owners and users. This last one is key as a common issue within HIT is the learning gap that comes along with fast-paced innovation. The solution is to have more training sessions that give detailed instructions on how to best use the product.

In the end, those who follow this model will create more creative, flexible, and effective HIT tools. Just like the ones we created in Michigan, such as the myHealthButton app and mHealthPortal. We’ve seen first hand the benefits of putting the consumer first in product development, and we looking forward to continuing innovation with the client always in mind.

What do you think of the new process for developing for health IT tools? Will it positively impact the industry? Let us know by tweeting @CNSICorp with your take!