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Never on Thursday: Flow and Wait Times at the DMV vs. the ER

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A couple of weeks ago, I received the dreaded letter from the Department of Motor Vehicles. Visions of long lines, sitting on hard plastic chairs, and hours of wasted time went through my mind. It was a reminder to go to the DMV to renew my soon-to-expire Delaware driver license.

The bottom of the letter suggested I go to their website for more information. I assumed the website would offer nothing helpful. But I was wrong. On my iPhone, I could see there were currently 43 customers in the cue at the New Castle County DMV, and the wait time was 13 minutes.

Wow, perhaps the DMV had changed since my previous license renewal experiences. I brought my 13-year-old-son with me to check it out.

When we arrived, we approached the greeter’s desk and encountered a smiling lady who asked us three scripted questions. In a friendly tone she offered us the option of the standard process or the kiosk. The standard process appeared to be moving briskly, but since I had my tech-savvy son with me, I went for the kiosk.

After that, I was shocked to realize that I was walking out of the DMV with my newly printed license—just 8 minutes later. My son asked, “What was so bad about that?” Will he never experience the waiting lines and wasted time of the dreaded DMV?

Are those days gone forever?

In 2013, the hospital patient flow guru Eugene Litvak published Don’t get your operation on a Thursday in the Wall Street Journal. In it, he proposes how long lines in the ER can be fixed. The solution is the OR schedule.

There are two kinds of variability, he explains: natural variability and artificial variability. Natural variability is the volume of patients who arrive at the ER front door and get admitted; a flow that cannot be controlled.

Artificial variability is the patients admitted based on the surgery schedule. If the operations are booked heavily early in the week, and lightly later in the week, then the ER will be backed up early in the week due to fewer available beds. Beds are reserved to receive patients from the operating room.

Litvak argues that if the surgeries are evenly spaced throughout the week, patients will flow better through the ER, and the admission process will not be backed up. There is no need to build larger hospitals or hire more staff.

Another supporter of high volume flow and standardization of practice is Dr. Jody Crane who wrote the book: The Definitive Guide to Emergency Department Operational Improvement: Employing Lean Principles with Current ED Best Practices to Create the “No Wait” Department. He espouses using metrics, setting timed targets, and constant process improvement work to deliver a patient experience that is reliable and efficient.

Directors of Emergency Rooms are in a tenuous position, caught between inefficiencies in the hospital “upstairs spill-over” and “ER impact-flow” downstairs. ER directors are not only saving lives and providing high quality clinical care, but expectations have grown to the point where flow, wait times and speedy service are being demanded by patients and by hospital CEOs.

The ER is the front door to the hospital and the health system. Executives want to ensure that patients have a good first impression when they arrive to the ER. Long wait times hurt the overall patient experience, even when the medical care is excellent.

I don’t mean to be facetious when I compare the DMV experience to the ER experience. The point is, however, if the DMV can employ lean processes and high-touch customer service, then I think that those of us in healthcare can work to implement the recommendations of Litvak and Crane.

Maybe, one day, my 13-year-old will not be able to remember a time when a visit to the ER meant long waiting times.

ResMed Life Support Ventilators to Join World’s Largest Remote Patient Monitoring Network

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SAN FRANCISCO, May 16, 2016 /PRNewswire/ — Patients using in-home life support and their clinicians are about to enjoy the latest in home health technology, remote patient monitoring, thanks to the world’s first cellular, cloud-connected in-home life support ventilators.

ResMed RMD announced today at the American Thoracic Society conference its plan to bring cloud connectivity and its remote patient monitoring software, AirView, to its Astral life support ventilators, thereby increasing its global lead in number of remotely monitored patients. Today ResMed has more than 2.5 million patients monitored through AirView.

Cloud connectivity will enable physicians and home medical equipment providers (HMEs) to access key patient data in the cloud to better manage and improve the outcomes of the thousands of patients who currently rely on Astral life support ventilators at home – all within ResMed’s secure, HIPAA-compliant cloud network. Clinicians will have the option of accessing the patient data via AirView or through the ResMed Data Exchange where they may integrate their own electronic medical records systems with AirView.

“Cloud connectivity is a major factor in the future of healthcare,” said ResMed President of Healthcare Informatics, Raj Sodhi. “We’ve seen the great impact that ResMed’s AirView has had on patient outcomes and business efficiencies related to managing sleep apnea and other respiratory conditions.

“This technology will bring the same benefits to those patients who rely on home life support and have other respiratory needs as well. We’re also looking to connect Inova Labs’ portable oxygen concentrators after acquiring that company earlier this year.”

Introduced in 2014, ResMed’s Astral life support ventilators offer unparalleled mobility and ease of use for patients suffering from neuromuscular disease, chronic obstructive pulmonary disease (COPD), and other adult and pediatric respiratory disorders. Astral 100 and Astral 150 life support ventilators offer the best battery-to-weight ratio on the market with an eight-hour internal battery, 24-hour battery life capability with external battery connections, and a weight of only 7.1 pounds (3.2 kilograms).

Select customers are currently piloting cloud connectivity on Astral devices; it’s expected to be available widely later this year. See all of our award-winning connected care devices at the ATS conference, Booth #1127, May 15–17, 2016.

About ResMed

ResMed RMD changes lives with award-winning medical devices and cutting-edge cloud-based software applications that better diagnose, treat and manage sleep apnea, chronic obstructive pulmonary disease (COPD) and other chronic diseases. ResMed is a global leader in connected care, with more than 1 million patients remotely monitored every day. Our 5,000-strong team is committed to creating the world’s best tech-driven medical device company – improving quality of life, reducing the impact of chronic disease, and saving healthcare costs in more than 100 countries. Find more about ResMed at ResMed.comFacebookTwitter and LinkedIn.

Awrel Unveils Dental Industry’s First-Of-Its-Kind Mobile And Web Application For HIPAA-Compliant Texting

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Boston – May 18, 2016 – Awrel, a Boston-based start-up, today announced that the first-ever HIPAA-compliant texting application for quick, easy and secure dental communication and collaboration is available from the App Store for iPhone users and from the Google Play Store for Android users. Developed by dental professionals for use across the dental industry, the solution helps save time and money by streamlining workflow. Perhaps most important, the application’s design ensures that information exchange complies with the Health Insurance Portability and Accountability Act (HIPAA,) safeguarding individuals and organizations from the risk of being fined for unlawfully sharing protected patient information.

“Thousands of today’s dental professionals are breaking HIPAA privacy rules by sharing information using embedded SMS texting functionality. Many among them are unaware of the serious risk they face in doing so,” said Lee Culp, a respected innovator, author and lecturer in the dental lab industry. “Awrel is an industry game-changer. Now, dental professionals can use cell phones and mobile devices to quickly and easily share patient data in a secure, HIPAA-compliant way.  The industry will likely see significant cost-savings thanks to improved workflow.”

Designed to improve processes, outcomes and efficiency, the Awrel solution provides functionality to intuitively create custom platforms for individuals and groups to exchange and store information, images and documents. A dentist, for example, can benefit from specialty consultation directly at the point of patient care or from real-time interaction with a technician creating an implant or cosmetic prosthesis at a dental lab.

As electronic transmission of data has evolved in health care, the federal government is scrutinizing increasing numbers of clinicians and health care entities, with some paying large fines for security breaches and some even facing imprisonment. “Hospitals, clinics, and physician practices have traditionally been under scrutiny while the dental industry has essentially flown under the radar, at least until recently,” said Awrel Founder and CEO Arnold Rosen, DDS, MBA.

To date, a New York academic medical center has paid the highest fine, $4.8 million in 2014 after the records of 6,800 people were accessible on Google. Rosen cites an April 2015 comment from Adam Greene, a privacy attorney and former Department of Health and Human Services regulator, who said “it wouldn’t be surprising for us to start seeing some really surprising settlement agreements [later this year] with respect to potential record-breaking [financial penalties].”

“Many are frustrated with the time, hassle and delays of using HIPAA-compliant email systems,” Culp explains. “They want information readily available where and when they need it – during appointments, in the lab, away from the office, etc.  With Awrel, clinicians eliminate worries of breaching security and also improve workflow, thereby enhancing opportunities to deliver quality services and products in a timely, cost-effective manner.”

Awrel offers a free 30-day trial of its application for the desktop at http://app.awrel.com or the mobile device from Apple and Google. Pricing is scaled based upon number of users and volume of storage, with custom pricing available for resellers and/or integration into existing systems.

About Awrel

In May 2016, Boston-based Awrel introduced dentistry’s first low-cost, easy-to-use application for 100% HIPAA-compliant texting and collaboration with functionality for image and document exchange, individual and group messaging, collaborative workflow and cloud-based data archiving. The solution can be used by anyone seeking to ensure HIPAA compliance when texting including dentists and dental labs sharing digital information, Web companies and practice management companies integrating chats for dentists and patients, dental device reps working with dentists and dental labs, and dental companies and academic environments seeking solutions for secure and private texting.  The company offers a stand-alone mobile and desktop application for the dental industry as its initial solution and will roll-out of expanded capabilities and/or apps for use in other clinical environments. Built with interoperability for today’s Internet of Things environment, Awrel will soon offer plug-and-play integration into practice management and other enterprise systems. www.awrel.com

EBSCO Health and the American Medical Association Partner to Give All AMA Members Access to DynaMed Plus®

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IPSWICH, Mass.  – May 16, 2016EBSCO Health and the American Medical Association (AMA) are expanding their partnership to give all AMA-members complimentary access to DynaMed Plus®, the evidence-based, clinical information resource that is designed to provide the most useful information to healthcare professionals at the point of care.

The expanded partnership opens access to DynaMed Plus as a member benefit for AMA physicians, as well as for JAMA Network registered users. EBSCO Health is already distributing JAMA Network content through the EBSCO e-journal program.

In addition, thousands of images from The JAMA Network® journals will be incorporated into DynaMed Plus – allowing physicians seeking evidence-based answers for clinical decision-making to view highly relevant images in the same location, and make the most useful content from The JAMA Network more fully accessible at the point of care. Additionally, both organizations will expand continuing medical education (CME) initiatives, which are required in many states for physicians to maintain licensure.

EBSCO Health Senior Vice President of Medical Product Management Betsy Jones, says that DynaMed Plus is focused on answering clinical questions at the point of care, but it also provides a wealth of evidence-based information for those doing research or in medical training. “We can now bring our insights to AMA members more easily, especially for medical residents who consistently show the highest demand for evidence-based medicine, which is the hallmark of DynaMed Plus. Increasing the adoption of tools like this at the point of care has the potential to enhance patient care quality.”

DynaMed Plus provides clinicians with the ideal blend of evidence and expertise to help them determine the optimal care for their patients through a real-time, digital clinical reference resource. With DynaMed Plus, AMA members and other clinicians can quickly find evidence-based clinical decision support for treatment decisions at the point of care, using any device.

“This partnership with DynaMed Plus extends the reach of JAMA Network content deeper into hospitals and practice settings, getting the best medical evidence into the hands of the physicians who need it most,” says Tom Easley, Publisher of The JAMA Network. “Just as important, it provides AMA members and JAMA Network users a state-of-the-art clinical resource, one we think young physicians will find exceptionally valuable.”

DynaMed Plus content is supplemented with full-color images, is optimized to the way physicians work and is designed based on ethnographic studies to provide the fastest time-to-answer in busy clinical settings. Moreover, DynaMed Plus gives insight into the reliability of evidence-based outcomes data with unbiased, at-a-glance evaluations, and clear ratings of evidence and recommendations.

Current AMA Members and JAMA Network registered users can sign up for access by visiting DynaMedPlusAMAoffer.com.

About EBSCO Health
EBSCO Health, part of EBSCO Information Services, is a leading provider of clinical decision support solutions, healthcare business intelligence, and medical research information for the healthcare industry. EBSCO Health users include professionals in medicine, nursing, and allied health. Flagship products include CINAHL®, DynaMed Plus®, Nursing Reference CenterPlus, clinical e-books and e-journals, EBSCO Discovery Service™, licensed databases (such as MEDLINE®), plus EBSCONET®. EBSCO databases are powered by EBSCOhost®, the electronic resource favored by libraries around the world.

About the American Medical Association and The JAMA Network
The JAMA Network® brings JAMA® together with eleven specialty journals to offer enhanced access to the research, reviews, and perspectives shaping the future of medicine. The American Medical Association is the premier national organization dedicated to empowering the nation’s physicians to continually provide safer, higher quality, and more efficient care for patients and communities. For more than 165 years, the AMA has been unwavering in its commitment to using its unique position and knowledge to shape a healthier future for America.

How ABPM Can Add Value to Your Practice

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Ambulatory blood pressure monitoring (ABPM) is becoming increasingly popular in general practices to diagnose and control hypertension. The technique is more expensive than conventional blood pressure measurement (CBPM), but the benefits for patients justify additional expenses, and it is also approved for reimbursement.

Reimbursement is a critical consideration when incorporating ABPM into your practice. It is not well-known that ABPM pays for itself because it is both reimbursable by Medicare and private insurance providers. Reimbursement rates range from $50 to $300, depending on patient conditions (which are described by reimbursement codes), insurance company policies and geography.

Complications of hypertension account for nearly 9.5 million deaths worldwide in a year. The WHO Health 2020 policy identifies hypertension as the world’s most prevalent preventable disease.

Ambulatory blood pressure monitoring provides information over and above conventional blood pressure measurements.

ABPM advantages:

  • It gives more measurements than CBPM. Therefore, real blood pressure is reflected more accurately.
  • It helps to avoid the effect of white coat hypertension when the patient’s blood pressure rises in the medical environment only.
  • It operates for 24 hours. Therefore, it also records nighttime blood pressure, a major cardiovascular risk indicator.
  • It lowers the chance of misdiagnosis.
  • It makes drug treatment more efficient.

Choosing an ABPM monitor

Focus on accuracy. The Association for the Advancement of Medical Instrumentation (AAMI) and the British Hypertension Society (BHS) published a standard which included a protocol for the evaluation, and precision of ABPM devices. Select an ABPM, which has been evaluated according to one or both protocols.

Choosing an ABPM software

Each ambulatory blood pressure monitor is available with a software package, which displays and presents recorded data in a variety of ways. A busy general practice may need only a blood pressure chart with day-night statistics while a researcher may require more detailed information such as hypertension load, percent time elevation, day/night index or morning surge.

Patient Care Depends on the Patient-Physician Relationship

Tiffany Gwilliam: My seven-year-old daughter woke up one night yelling and crying in pain. Her knee was swollen and stiff. The next morning, we were in the pediatrician’s office. After more testing, my baby was diagnosed with juvenile idiopathic arthritis, a chronic autoimmune disease that could cause disability. We were referred to see a pediatric rheumatologist at a local children’s hospital.

As a frightened, overwhelmed mother, my initial thoughts were, “Is this really happening?” “What does this all mean?” “What is the future health of my baby?” I was terrified and anxious. I took my daughter to meet the specialist, fearing the worst. This was my most vulnerable moment as a mother. I was still in a state of shock and denial.

Paul Rosen, MD: A routine day at the office for me could be the worst day of a parent’s life. There are only 300 pediatric rheumatologists in the U.S., and parents often drive two hours, miss work, and take their child out of school just to see us. As a result, I am very conscious not to add more stress to the office visit by keeping families waiting. My template is designed so that I run office hours on time.

Tiffany: This is one of my hardest days as a mother. I do my best to comfort my daughter despite being in a terrible emotional state. I have to fake it. My heart is beating out of my chest. Fear is consuming me. I just want answers. I hope the doctor will put my mind at ease.

Paul: We are told that 75% of doctors forget to properly introduce themselves, which can set the wrong tone for the whole visit. When I walk into the examination room, I try to follow the best practices for the intro: big smile and friendly greeting; state my name, specialty, and years of experience; shake hands, greet everyone in the room (especially the child and siblings), and then sit down and make eye contact.

I tell the family what we will do during the visit. Since the worst fear at the doctor’s office for many children is a needle stick, I reassure the child that we have no needles in the room. (If blood work is needed, we apply numbing cream before the child goes to the lab.)

There are parts of the visit where I am looking face-to-face at the parent and at the child. At other moments, I am typing my notes, orders, and billing into the computer.  When I am discussing diagnosis, treatment plan, and follow-up, I am looking at the family, not the computer.

Tiffany: Dr. Rosen is warm and genuine. He talked directly to my child, which made me feel more secure. His physical exam was thorough. He charted his note in the room, which did not bother me. We discussed the diagnosis and various treatment options. There is a lot to process. Dr. Rosen told us not to rush into a decision and to take some time to think about the treatment plan. He even provided his personal cell number and email.  I leave emotionally drained, but reassured by the visit.

Paul: All families think of questions after the office visit. A question that lingers unanswered, even for a few hours, can perpetuate fear. I give my patients my email and cell phone number and encourage them to contact me with any concerns. Most do not, but I want families to know I care about their needs and am available for them.

Tiffany: We decide on a treatment plan, and my daughter responds. No more joint pain or swelling. She is back on the soccer field with a vengeance.  I trust my doctor. He was there for me via text, email, phone, and in the office when I needed to connect during the rough times. My worries have subsided. Life is changed, but we are establishing a new normal. I am feeling deep gratitude for the care my daughter is receiving. I am comforted knowing we are fortunate to be in the best hands, receiving the best care possible.

Paul: Not every doctor is the right match for every patient, for whatever reason. The patient-physician relationship is too important to be left to chance. Nemours Children’s Health System market research shows that parents want to read crowdsourced reviews before picking a doctor. Other surveys demonstrate that consumers value a doctor’s caring, listening, and respectfulness even more than medical judgment.

The transparency of consumer-rated reviews for products and services that one sees on Amazon, TripAdvisor, Product Hunt, and Yelp has now come to health care. Health systems such as University of Utah Health Care, Cleveland Clinic, and Geisinger Health System post patient-rated scores and comments for doctors. Nemours Children’s own service data will be posted later this year on Nemours.org.

Tiffany: When my daughter’s condition stabilized, I began looking for ways to give back and help other families who were going through similar experiences. Dr. Rosen suggested I get involved with the Arthritis Foundation. Together we have raised thousands of dollars for arthritis research. We also created a local event to help support families dealing with juvenile arthritis.

I told my daughter’s story on Dr. Rosen’s podcast. Our story of building a trusting patient-physician relationship even got the attention of SiriusXM Radio. We were interviewed together on the Wharton Business Channel for their “business of health care” show on patient experience.

Paul: Once Tiffany’s daughter’s condition was under control, I knew that I could ask Tiffany to do more for the arthritis community. It is great to have a parent as a partner to offer insight on the family experience and to help other families. We hope that we can model what a great patient-physician relationship can be. The joy of practicing medicine must be restored for all doctors. Working closely with parents like Tiffany is what it is all about.

Mother of three and advocate for children with arthritis

Pediatric Rheumatologist and Clinical Director of Service and Operational Excellence, Numerous Children’s Health System

Kurbo Health Turns to Gemini Solutions to Quickly and Seamlessly Scale its Engineering Team

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About Kurbo Health

Kurbo Health provides the only mobile health-coaching solution designed specifically to help children and families lose weight and develop healthy eating habits. The program empowers participants to learn better eating habits, increase their activity levels and take control of their weight. Kurbo licensed the Stanford University pediatric weight control program and turned it into a mobile platform. The result is a high-tech, high-touch program that is achieving exceptional outcomes. Kurbo Health enables employers, health plans, and providers to achieve outstanding weight management outcomes for children and their families. For more information, please visit www.kurbo.com.

The Goal: Quickly Grow Kurbo’s Mobile Engineering Team

Kurbo Health was growing rapidly as a company, boosted by a $5.8 million round of funding in 2014. To support the existing high demand for its technology, the creation of new features and the bandwidth to grow its customer base, the company needed to quickly scale its engineering team. This design wasn’t based on a single project. Instead, Kurbo was looking for outside engineers specializing in mobile that could completely integrate with their internal developer team and work long-term on initiatives of all sizes, from large projects to fixing tiny app bugs.

The Challenge: Creating a Seamless Extension of Kurbo’s Team

Kurbo wanted to be able to scale the company quickly when the need arose and recognized that hiring high-quality developers in Silicon Valley would be very difficult due to the continued shortage of software engineers and fierce competition from other companies. To solve this issue, Kurbo considered the option of working with international outside consultants.

Kurbo had worked with contractors in the past but they were all U.S.-based, and they didn’t want to use a standard offshore development company. Mark Vershel, the co-founder and CTO at Kurbo Health, said, “We realized that a ‘low cost’ consultancy provider was not the best option for us. Instead, we were looking to hire very high quality engineers with deep mobile expertise that could ramp up quickly, seamlessly integrate with our team and hit the ground running.” Unlike many offshoring arrangements, Kurbo wanted engineers that committed for the long-term as opposed to a “one-and-done” project-based team. In addition, they were looking for a consultancy firm with the flexibility to rapidly scale if need be.

Why Gemini Solutions?

Gemini Solutions is known for its high-quality engineering team that supports high-profile projects at industry-leading global companies. Vershel had crossed paths with Gemini’s CEO Theo Nissim in Silicon Valley several times and heard about other companies who had positive experiences working with Gemini. Gemini’s skilled engineers were very knowledgeable on all aspects of mobile development and could work independently without needing micromanagement. Kurbo appreciated that Gemini had an executive presence in Silicon Valley and that their Romanian-based engineers had the same Silicon Valley mentality, making for a good cultural fit. Gemini’s team of more than 100 engineers also offered the opportunity for Kurbo to easily and quickly scale as necessary.

Vershel noted, “I wanted high-quality mobile engineers that could integrate completely with our internal engineering team and be self-sufficient. I found that Gemini could gave me an opportunity similar to hiring an engineer locally, but their engineers were of even higher quality than local engineers at the same cost, which ultimately drove our decision to work with them.”

The Results: A Trusted, Long-term Partnership

Gemini Solutions and Kurbo Health began working together in 2015. Within a few weeks, Gemini’s engineers fully integrated with the Kurbo team and were up and running with no issues. Gemini became a true extension of Kurbo’s internal team and quickly adapted to their nuances. Gemini’s engineers were a close cultural fit and Vershel remarked, “They are just as experienced as local engineers but happen to live in Romania. Their English is great, we’ve never had any issues with the time zone difference and we are happy to have these truly skilled engineers working with us. We haven’t missed a beat.”

Vershel noted, “Gemini’s engineers are great people and highly talented engineers. I don’t think of Gemini as just a “body shop” or a separate entity – they’re a seamless part of our team. They attend our group meetings and our internal team feels as if they are co-workers, not contractors. They have high integrity and the quality and speed of their work more than makes up for the fact that they aren’t physically in our office.”

Together, Kurbo and Gemini have developed and launched major new features to Kurbo’s mobile health app. Gemini’s engineers are closely involved on a design level and the team has been able to scale when more engineers are needed. Kurbo has also been pleased with Gemini’s ability to work as independently as any engineer that they could have hired in the Bay Area. “Gemini owns the projects they work on and will go the extra mile when something is needed. That’s a huge difference between Gemini and other contracting firms. I know I can also rely on Gemini if I need more engineers as we continue to grow, which will save us months of time trying to hire someone locally,” said Vershel.

Vershel believes that Gemini’s efforts have helped enhance Kurbo’s offerings and create a strong foundation for future innovation as Kurbo continues to grow. “We needed to expand our engineering team and Gemini’s engineers are a pleasure to work with. Gemini is the best overseas consultant firm that I’ve ever hired, we’ve been very impressed by their work and we’re looking forward to continuing our relationship with them. It’s a no-brainer!”

Cass Investment Fuels Ambitious Vision In Rare Disease

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London – 18 May 2016: Business mentors today highlighted the need for training to encourage entrepreneurs to run growth or scale-up businesses. The call came as the Cass Entrepreneurship Fund announced it had led a £680,000 investment in health technology company Raremark.

Raremark has ambitious plans to launch hundreds of communities in rare disease to help families affected by rarely-seen conditions and will expand into the US later this year.

“We often hear entrepreneurship is about resilience, drive and passion – it’s also about skill,”said Peter Cullum CBE, who founded the Peter Cullum Centre for Entrepreneurship at Cass Business School, home to the £10m Cass Entrepreneurship Fund. “Helping entrepreneurs develop the right skills, and providing practical support to deliver scalable business plans are essential components for commercial success.”

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Entrepreneurial Skills to Scale: an infographic depicting an entrepreneur’s journey to success. Click to view

Peter Cullum established the £10m fund and the Centre for Entrepreneurship having received his early business education at Cass. He credits his skills gained in their training with enabling him to establish Europe’s biggest independent insurance intermediary, Towergate Insurance.

A recent academic report showed that the UK hosts the most technology start-ups outside the US but that many are failing to grow. The joint-report by the Oxford Säid and Cambridge Judge business schools found that less than one per cent of the 600,000 companies registered in the UK since 2012 have scaled or grown by more than 20 per cent in revenue or headcount over three years.

Raremark’s founder Julie Walters is a graduate of the Entrepreneur Academe in 2015, a mentoring programme for female tech entrepreneurs, supported by the City of London and led by Sarah Turner. https://angelacade.me/entrepreneur-academe/

Sarah said: “We’re mobilising angel investors and mentors from the Angel Academe network as well as the wider investment community to help women-led businesses acquire the skills for growth. On average, the 2015 Entrepreneur Academe cohort increased turnover by over 100% and headcount by over 50%. Half of last year’s participants also successfully raised funding.“

Julie is also a member of the Entrepreneurs Organization, which helps leading entrepreneurs to learn and grow. www.eonetwork.org

She added: “I am a firm believer that entrepreneurs are made, not born. There is no replacement for actually running a business, ideally a small one to start with, but as quickly as possible you need to learn how to grow a business – and that takes skill.”

About Raremark

Raremark’s mission is to transform one million lives in rare disease. Its proprietary platform removes feelings of isolation by opening up a world of trusted and verified information through the indexing of over 2,000 scientific articles and medical guidelines for each disease. Users can comment and share knowledge, connect with specialist centres of research and find out about potential drugs in development. www.raremark.com

The funding round led by Cass included funds from private angel investors, Angel Academe and the specialist life sciences crowd-funding platform Syndicate Room.

About the Cass Entrepreneurship Fund

The fund was established in 2010 and provides growth equity investment to early-stage, revenue-generating companies. It seeks skilled management teams with a clear vision and the drive to meet the challenges of early-stage business development, and to help them realise their wider commercial ambitions.

Initial investments usually range from £100,000 to £500,000 and may be invested alone or as part of a syndicate. http://www.cass.city.ac.uk/business-services/entrepreneurs/pcce/cass-entrepreneurship-fund

About Entrepreneur Academe

Entrepreneur Academe is a mentoring programme for women tech founders, supported by the City of London and powered by the Angel Academe community of mentors, advisors, angel investors and partners, including Thomson Reuters. The programme launches its third annual cohort of woman entrepreneurs today. https://angelacade.me/entrepreneur-academe/

Download press release

New IoT Service From Verizon and rfXcel Targets Protection of Pharmaceutical Supply Chain

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A newly available Internet of Things service from Verizon which leverages technology from rfXcel will help pharmaceutical manufacturers and distributors (i.e. HealthSource Distributors) improve patient safety and protect the integrity and safety of their supply chains.

Verizon Intelligent Track and Trace combines the company’s world-class networks and capabilities of its ThingSpace Internet of Things platform with the rfXcel Traceability System to create a comprehensive approach to monitor and trace pharmaceutical products moving through the supply chain from manufacturing facility to pharmacy, clinic or hospital.

By enabling the monitoring and tracing of pharmaceutical products, Verizon Intelligent Track and Trace provides cloud-based near real-time monitoring, helping to address key pharmaceutical industry challenges, such as theft, channel diversion, counterfeiting and product safety. The scope of counterfeiting is daunting, as highlighted by the following.

  • American Health & Drug Benefits, a peer-reviewed journal, reports that the value of the U.S. counterfeit drug market is $75 billion annually, leading to more than 100,000 patient deaths.
  • The World Health Organization estimates 10-15 percent of the world’s drug supply is counterfeit.

Leveraging the rfXcel Traceability System, Verizon Intelligent Track and Trace enables pharmaceutical manufacturers and distributors to obtain real-time monitoring of product temperatures, location and other key product attributes anywhere along the supply chain. Verizon Intelligent Track and Trace, a cloud-based service, also creates, manages, allocates and stores large volumes of individual and hierarchical serial numbers to provide visibility and control, key to helping detect counterfeit drugs.

In addition, the service delivers a variety of benefits to pharmaceutical manufacturers and distributors such as:

  • Supply chain management. Provides users with the ability to monitor, trace and serialize product hierarchies, by pallet, case or individual unit.
  • Improve patient safety. Factors such as temperature, light, location, shock and other key attributes can be monitored in real-time and provide valuable alerts if any changes through the course of the supply chain that could have an impact on the efficacy and quality of shipments.
  • Facilitate compliance with government regulations. Verizon Intelligent Track and Trace will provide information for use by end-user organizations to help meet the requirements of government regulations, including the U.S. Drug Supply Chain Security Act.

Verizon Intelligent Track and Trace is now commercially available to global pharmaceutical manufacturers and distributors.

To read the joint rfXcel-Verizon announcement, click here.

Visit the Verizon Enterprise Solutions website for information on our health IT solutions. Follow Verizon Enterprise Solutions on Twitter @VZEnterprise.

 

 

Phase 2 Audits Are Here – Watch Out For The ‘HIPAA Gray Areas’

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The Office for Civil Rights’ Phase 2 HIPAA audits have finally arrived, and organizations need to be prepared. Unlike the first round of HIPAA audits, which only focused on covered entities, OCR have outlined that the Phase 2 audits will evaluate the compliance of both covered entities and their business associates with the requirements of the Privacy, Security, and Breach Notification Rules.

However, many entities that handle PHI are unaware of whether they may be subject to an audit due to confusion within some areas of HIPAA – and the first of the ‘gray areas’ demonstrates this.

Understanding what makes a Business Associate

Although HIPAA is well known to the majority of entities operating in the healthcare industry, the HIPAA rules apply to many organizations outside of the sector. Because of this, many companies wrongly assume that HIPAA compliance does not apply to them.

A Business Associate (BA) is defined by HIPAA as an organization or individual working in association with, or providing services to a covered entity that handles PHI. Generally, any organization or individual that creates, receives, maintains or transmits PHI in the course of performing services on behalf of the covered entity qualifies as a BA.

All covered entities should have a Business Associate Agreement (BAA) in place with each of their BAs, and if a BA is using subcontractors to provide services to a covered entity, a BAA should be executed with them too. Ultimately, it is the covered entity who is responsible for safeguarding its patients’ information: even if a BA commits a data breach or fails a HIPAA audit, the responsibility is shared.

As the Business associates of covered entities may also be subject to audits; some organizations who do handle PHI do not want to sign a BAA. They may use the HIPAA conduit exception rule to avoid signing, which makes the whole chain noncompliant.

An entity that simply transports or transmits PHI, but does not have regular access to it, may claim the “conduit exception”. This rule would apply to the United States Postal Service, internet service providers (ISPS) and couriers, for example.

It is very important to understand that the conduit rule applies to very few organizations, and would not apply to any organization that creates, receives, maintains or transmits PHI on behalf of a covered entity. If a company who is performing any of these services won’t sign a BAA, you shouldn’t risk using their services.

What qualifies as PHI?

Protected health information (PHI) is any information about health status, provision of healthcare, or payment for healthcare that is created or collected by a covered entity or business associate, and can be linked to a specific individual.

Under HIPAA, PHI is linked based on the following 18 identifiers:

  1. Names;
  2. Geographic information;
  3. Dates (e.g. birth date, admission date, discharge date, date of death);
  4. Telephone numbers;
  5. Fax numbers;
  6. E-mail addresses;
  7. Social Security numbers;
  8. Medical record numbers;
  9. Health plan beneficiary numbers;
  10. Account numbers;
  11. Certificate/license numbers;
  12. Vehicle identifiers and serial numbers, including license plate numbers;
  13. Device identifiers and serial numbers;
  14. URLs;
  15. IP address numbers;
  16. Biometric identifiers (e.g. finger and voice prints);
  17. Full-face photographic images and any comparable images; and
  18. Other unique identifying numbers, characteristics, or codes.

Health information that has certain identifiers removed in accordance with Section 164.514(a) of the HIPAA Privacy Rule is no longer considered to be protected health information. This process is known as de-identification. However, the de-identification of PHI poses huge risks, as it can be difficult to remove all traces of personally identifiable information from records.

Once these identifiers are removed, an entity is able to disclose health information, but it can be very difficult to remove all traces of this information to ensure that it does not form a basis to make an individual personally identifiable. If in doubt, organizations should appoint a qualified expert to manage a formal determination of the data.

Don’t overlook addressable standards

Ignoring ‘addressable’ standards within the HIPAA safeguards means that organizations run the risk of noncompliance.

The three sets of safeguards that define security standards to help ensure the confidentiality of patient information and prevent a breach of PHI are physical, administrative, and technical safeguards.

The Technical Safeguards are broken down into 5 standards that focus on the technology that protects and controls access to PHI. Under these 5 standards, there are 9 key areas that organizations need to implement.

  1. Access Control – Unique User Identification (required): Assign a unique name and/or number for identifying and tracking user identity
  2. Access Control – Emergency Access Procedure (required): Establish (and implement as needed) procedures for obtaining necessary ePHI during an emergency
  3. Access Control – Automatic Logoff (addressable): Implement electronic procedures that terminate an electronic session after a predetermined time of inactivity
  4. Access Control – Encryption and Decryption (addressable): Implement a mechanism to encrypt and decrypt ePHI
  5. Audit Controls (required): Implement hardware, software, and/or procedural mechanisms that record and examine activity in information systems that contain or use ePHI
  6. Integrity – Mechanism to Authenticate ePHI (addressable): Implement electronic mechanisms to corroborate that ePHI has not been altered or destroyed in an unauthorized manner
  7. Authentication (required): Implement procedures to verify that a person or entity seeking access to ePHI is the one claimed
  8. Transmission Security – Integrity Controls (addressable): Implement security measures to ensure that electronically transmitted ePHI is not improperly modified without detection until disposed of
  9. Transmission Security – Encryption (addressable): Implement a mechanism to encrypt ePHI whenever deemed appropriate

By ignoring standards classified as addressable, covered entities and business associates increase the risk of fines for noncompliance and leave themselves more vulnerable to breaches. Fines are very likely to be handed to organizations should they experience a data breach as a result of not using encryption, even if a risk assessment is in place. This is expected to be one of the key areas OCR focus on when conducting phase 2 HIPAA audits.

Noncompliance carries huge penalties

Understanding the different penalties for noncompliance is crucial. Since the inception of the Privacy Rule in April 2003, OCR has received over 125,445 HIPAA complaints.

Failure to comply with HIPAA can result in both civil and criminal penalties. Civil penalties are enforced by OCR, are monetary and vary from $100 to $1.5 million, while criminal penalties, enforced by the U.S. Department of Justice, can result in imprisonment for 10 years or more.

It should be noted that different states have different laws, and fines and prison terms may vary depending on the criminal charges the individual faces.

In addition to the civil and criminal penalties, experiencing a breach or being found to be noncompliant can be incredibly damaging for the reputation of an organization and any individual involved. It is therefore crucial that covered entities and their business associates do all they can to familiarise themselves with some of the lesser known situations where HIPAA applies.