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January 28, 2021

Inside this Issue:

President’s Message

Happy New Year, MSHIMA Members.  As we roll into 2021, many of us will commit to new resolutions, a lot of them related to exercising more, eating better, and improving our overall well-being.  COVID has brought many challenges and, as the public starts to get inoculated with the vaccine, we are all challenged to develop new ways to serve the public and our partners.  Managing health information is the core of what we do and there have been some exciting developments at the state level as they implement a new Health Information Exchange.
The Mississippi Hospital Association (MHA) has established a state-wide health information exchange (HIE) that aims to increase interoperability and enhance the connection between Mississippi hospitals and physicians as they transition toward value-based care.  With three regional hospitals and two of the largest health systems in the state already involved, the HIE is set to launch within the next month. The organization said it expects additional hospitals to join over the summer.  To get the exchange going, MHA partnered with Care Continuity to utilize its navigation technology and patient advocacy technology to its committed health systems across the state.  “Our partnership with Care Continuity allows all Mississippi providers to deliver care to their patients fully aware of key events impacting them, such as a visit to an emergency department, while also ensuring that all members of the patient care team are working from the same set of information,” Timothy H. Moore, president and CEO of MHA, said in a statement.  “This will help our hospitals address one of the greatest challenges in health care — delivering the right care at the right time.”  First, the HIE will feature inpatient admissions, emergency department visits, and post-acute care transition notifications for providers.  Once the HIE is launched, health systems will eventually be able to access capabilities such as, secure clinical document exchange, provider-to-provider referral management, and support for collaboration within patient-centered care teams and payers. Physicians will also be able to access customizable text or email admission notifications for all connected health systems.  Along with the additional HIE capabilities, the state-wide exchange aims to reduce costs and improve patient care by lowering the chances of duplicative testing and linking providers throughout the state. It also meets the recent Medicaid and Medicare service standards, which awards health systems that can show they are reducing hospital re-admissions and improving care quality.  “Providing the data infrastructure to enable health systems to track patients through their individual journey will ensure patients are receiving quality care in a timely manner,” said Andrew Thorby, CEO, Care Continuity.
Sourced from EHR Intelligence, Mississippi Set to Launch State-Wide Health Information Exchange (, by Christopher Jason

Kory Hudson
MSHIMA President

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Medicare FFS Claims: 2% Payment Adjustment (Sequestration) Suspended Through March

The Coronavirus Aid, Relief, and Economic Security (CARES) Act suspended the payment adjustment percentage of 2% applied to all Medicare Fee-For-Service (FFS) claims from May 1 through December 31.  The Consolidated Appropriations Act, 2021, signed into law on December 27, extends the suspension period to March 31, 2021.

Physician Fee Schedule Update

On December 27, the Consolidated Appropriations Act, 2021 modified the Calendar Year (CY) 2021 Medicare Physician Fee Schedule (MPFS):
  • Provided a 3.75% increase in MPFS payments for CY 2021
  • Suspended the 2% payment adjustment (sequestration) through March 31, 2021
  • Reinstated the 1.0 floor on the work Geographic Practice Cost Index through CY 2023
  • Delayed implementation of the inherent complexity add-on code for evaluation and management services (G2211) until CY 2024
CMS has recalculated the MPFS payment rates and conversion factor to reflect these changes. The revised MPFS conversion factor for CY 2021 is 34.8931. The revised payment rates are available in the Downloads section of the CY 2021 Physician Fee Schedule final rule (CMS-1734-F) webpage.

The Impact of COVID-19 on Health Information Management

By David T. Marc, PhD, CHDA; Matthew Blow, BS; and Shauna Overgaard, PhD

The COVID-19 pandemic radically altered multiple facets of daily life we had previously taken for granted—shopping at a grocery or retail store, eating at a restaurant, visiting friends and family, attending school in person, and travelling, among others.

The pandemic’s impact on the US healthcare system was epochal, the effects of which will reverberate long after COVID-19 ceases to be a public health emergency.

The virus has exacted a crushing toll on healthcare workers, with nearly 2,000 dead and many thousands more infected. Hospitals and health systems across the country, many of which were operating on thin margins before the pandemic, face unprecedented financial pressure as elective visits and procedures are delayed or cancelled.

The destruction caused by COVID-19 did produce green shoots. Notably, telehealth services, which were rapidly deployed and scaled in the early months of the pandemic, as well as the ability of so many hospital departments to transition daily operations to remote environments.

With encouraging news regarding vaccines and improved treatments, now is a good time for reflection on the victories and shortcomings of the past 12 months.

We already understand much of what could have been done better, including improved data quality. Public health officials’ struggle to provide timely and valid information to the public regarding reasonable expectations on testing and treatment and the politicization of basic health protocols (i.e., mask-wearing) as infringements of individual liberties.

However, the degree to which we holistically, critically, and transparently assess healthcare’s response to this pandemic will define our success in responding to the next pandemic. For the purposes of this article, let’s focus on the health information management (HIM) response.

HIM and COVID-19: Lessons Learned

Privacy. HIM professionals are the custodians of healthcare data, ensuring its acquisition, structure, governance, access, and security. The HIM professional’s work is to guard and use data responsibly, ensuring the patient’s privacy and the integrity of the data being used.

However, the emergence of the pandemic forced HIM professionals to balance the sometimes mutually exclusive concepts of patient data privacy and addressing a global public health concern. Data was needed to evaluate the disease’s risk and spread, which could potentially compromise patient privacy.

For example, in March 2020, the Office for Civil Rights (OCR) published a special bulletin noting that the HIPAA Privacy Rule permits covered entities to disclose the protected health information of individuals infected with or exposed to COVID-19 to law enforcement, paramedics, and public health authorities without the individual’s authorization.

Interestingly, the accuracy, consistency, and integrity of the data on people infected with COVID-19 were often fraught with issues due to an immediate need to collect data without the implementation of a robust governance strategy.

Coding. The implications of properly coding a virus during a pandemic are crucial to understanding disease incidence and spread. If inaccurate coding occurs, impacts on the reported rates of positive infections may be drastic.

Guidance for diagnostic coding of COVID-19 was released in March 2020 by the Centers for Disease Control and Prevention (CDC).

The CDC adopted ICD-10-CM code U07.1 on April 1, 2020, for COVID-19, which was placed in a new chapter—Chapter 22—titled Codes for Special Purposes.

Section U00-U49 is for the provisional assignment of new diseases of uncertain etiology or emergency use. Under the CDC’s guidance, the U07.1 code was only to be used for confirmed cases of COVID-19—meaning when an individual tested positive for the virus.

In cases where a provider documents “suspected,” “possible,” “probable,” or “inconclusive” COVID-19, guidance was not to assign code U07.1. Instead, coders assigned a code(s) explaining the reason for encounter (such as fever) or Z20.828, “Contact with and (suspected) exposure to other viral communicable diseases.”

Furthermore, when COVID-19 met the definition of principal diagnosis, code U07.1, COVID-19, should be sequenced first, followed by the appropriate codes for associated manifestations, except in the case of obstetrics patients.

If COVID-19 did not meet the definition of principal or first-listed diagnosis (e.g., when it developed after admission), code U07.1 was used as a secondary diagnosis. Simply put, if a patient has COVID-19, use code U07.1.

At present, there is no other COVID-19 ICD-10-CM code to report a positive infection. AHIMA does offer guidance on coding COVID-19 with ICD-10-CM as new information is continually being released.

As a population, our inherent desire is to trust shared data, but mistakes happen. HIM professionals must maintain their best effort in validating a COVID-19 diagnosis and coding accurately.

Technology. In response to the public health emergency, virtual patient services, especially telehealth, were adopted with a speed and scale unprecedented in modern medicine. Despite obvious advantages and the necessity for remote care, telehealth has inherent risks, including the exacerbation of the digital divide, poor software engineering, and the potential for security breaches.

In its March 2020 bulletin, the OCR announced that it would exercise its enforcement discretion and not impose penalties for HIPAA violations against healthcare providers that, in good faith, provide telehealth using non-public facing audio or video communication products, such as FaceTime or Skype, during the COVID-19 nationwide public health emergency.

Certainly, this stance helped accelerate the adoption of telehealth services. However, continued and significant investment in technology development is critical to fully realize telehealth’s potential.

Government needs to support the health technology industry’s development and testing of safe, agile, and accessible telehealth solutions. Healthcare organizations must coordinate with professionals and patients to ensure the full availability of telehealth solutions, that data is kept private and secure, and that solutions are intuitive, flexible, and tailored to organization needs.

During the pandemic, clear communication within a healthcare organization was pertinent to ease the stress and anxiety of employees in a time of rapid change. Faltering communications at some healthcare organizations resulted in inconsistent adoption of policies and practices.

Altogether, the call to action for HIM professionals focuses on preparation. Creating policy to prepare for appropriate collection and use of data, adopting technology with proper oversight and direction, and utilizing communication standards that ease the stress of employees are guiding policies and practices that will position organizations for future success during uncertain times.

Performance Excellence

To comply with basic health protocols, many HIM professionals were required to work remotely and often had to take on tasks outside of their primary responsibilities, such as registration and screening.

The Baldrige Self-Assessment for performance excellence offers foundational components healthcare organizations can use to be a sustainable, patient-focused, high-performing organization.

The following management principles are intended to improve the overall performance of an organization:
  • Leadership: How senior leader’s actions and an organization’s governance system guide and sustain performance
  • Strategy: How the organization sets strategic objectives and determines key action plans, with the flexibility to change if circumstances require it
  • Customers: How patients and other customers are engaged, including how they are listened to, how their expectations are served, and how relationships are built
  • Measurement, analysis, and knowledge management: How the organization effectively uses, analyzes, and improves data and information to support key organization processes and its performance management system
  • Workforce: How the organization enables its workforce to reach its full potential and how it is aligned with the organization’s objectives
  • Operations: Aspects of how the organization works, including the design and delivery of services, innovation, and operational effectiveness to achieve organizational success that persists well into the future
  • Results: Examines the organization’s performance and improvement in its key business areas, including patient satisfaction, healthcare outcomes, workforce satisfaction, financial and marketplace performance, operational performance, governance, and social responsibility
Using the Baldrige assessment criteria as a framework for evaluating an organization’s response to the COVID-19 pandemic, clear improvement opportunities exist.

Broadly, the ability to respond to a crisis requires leaders to develop organizational plans that focus on their employees’ best interest, adopt clear, well-communicated processes central to the mission of the organization, and identify ways of measuring their results to illustrate what is working and where further improvement is needed with great commitment to their customers.

The Road Ahead

The greatest takeaways from COVID-19 for healthcare illustrate the propensity for failure with obvious flags for improvement. The fact that the healthcare workforce experienced the highest unemployment rate in more than 10 years during the pandemic exemplifies one failure.

As shown in Figure 1, just over 10 percent of the healthcare workforce was unemployed in April 2020. As of August 2020, the unemployment rate for healthcare workers rebounded to 5.4 percent. On average, the unemployment rate in healthcare is around 3.6 percent.

The role of the HIM professional has taken on greater significance in the wake of COVID-19. Between collecting accurate information, keeping that information private and confidential, supporting the analysis of data to understand a public health crisis, developing and communicating the processes and procedures around data governance, central tasks for HIM professionals will help to positively position organizations.

In future pandemics, we need to ensure that appropriate data governance strategies and necessary technologies are established in preparation.

As the custodians and stewards of healthcare data, HIM professionals have a responsibility to the public to be proactive in our preparation for pandemics. After learning these lessons, we must act.

Denials Prevention – Look Upstream with a Physician Office Focus

by Geoff New, MBA, RHIA, CHFP, CRCR, FHFMA, FAHIMA, VP of Provider Solutions | Jul 21, 2020 | AHIMA, Clinical Documentation Improvement, Clinical Revenue Integrity, Denials Management, True Clinical Picture

As COVID-19 continues to take center stage for many healthcare and revenue cycle professionals, the daily task of rework related to denials continues to burden daily work processes as well as impact the financial viability of healthcare organizations across the country.

We are several months into the COVID-19 pandemic and six months of 2020 are now in the rearview mirror.  HIM and revenue cycle professionals must continue to ensure that clean claims are going out the door and that denials are dealt with in a timely fashion.  During the first half of the year, healthcare providers submitted thousands of claims for reimbursement.  Many of those claims may get denied because of the new ICD-10 codes that went into effect on April 1st, the waivers of payers, ever-changing guidance regarding telehealth, or the lack of clinical documentation to provide validation and support for underlying conditions that are associated with COVID-19.

Denials are inevitable and coming at facilities faster than ever. So what can you do to reduce the financial implications of these denials?

Start at the Beginning

One of the first places that HIM professionals should consider when focusing on their denials prevention strategy is physician offices.  More than ever before, healthcare organizations are dependent on the documentation that starts in the physician’s office.  Physician offices receive denials, just like healthcare organizations.  However, in many cases, the physician office does not have the resources, processes, or technology to efficiently address denials.  Therefore, many denied claims are never addressed.

Given the current landscape of the healthcare industry, it is imperative that physician offices and healthcare organizations collect every dollar possible to ensure financial viability and sustainability.  How are denials handled in your physician offices today?  Is there a backlog or opportunity that should be focused on?

Dollars Talk

Like it or not, healthcare organizations must fight for every dollar that is owed to them daily.  The denials battle in the physician office are no exception.  The numbers speak for themselves.
  • 5%-10% is the average denial rate for most physician offices
  • $25 is the cost on average for each claim that must be reworked for resubmission
  • 90% of denials are avoidable

Do the Math

Here’s a quick example of how costly denials can be in a small practice with two providers.
  • The providers submit 2,000 claims per month and have an 8% denials rate.
  • The number of accounts denied monthly is 160.
  • If each denied claim is $100 that equals $16k per month or $192k annualized.
But don’t forget about the rework – that adds $25 per claim on top of the annualized number[1]….and the denials journey is just starting.

Addressing Physician Office Denials is a Balancing Act

HIM professionals must strive to achieve balance between resources, processes, and technology.  The right resources are the foundation of a successful denials program.  However, identifying and maintaining those resources may be challenging.  HIM professionals should take time to reflect on initiatives and processes that have worked and those that have not and implement changes to processes that directly prevent denials or impact the appeal process.

Consider a Vendor Partner

In a physician office setting, partnering with a vendor that is flexible and has connectivity to payers is a win-win for healthcare organizations.  A strong vendor partner like Ciox will have established processes to effectively manage denials, including right-sized technology solutions that fully support providers without requiring an extraordinary spend on technology that is not fully utilized.

Prepare for the Surge

Establishing a solid foundation for your physician office denials program is going to be critical in dealing with the increase in denials the industry is expecting. Here are some tips to help prepare for the anticipated surge:
  • Get leadership engaged by talking potential dollars and current revenue leakage
  • Identify current top denials and source(s) and form a task force focused on remediating these denials
  • Focus on clinical denials and those denial letters that want “clinical evidence”
  • Divide and conquer – divide the work between internal teams and a vendor partner; for example, one group can focus on rework, another on prevention, and your vendor can craft appeals letters and work older denials that are past timely filing
In addition to establishing the processes that will optimize your denials program, you need to establish the right frame of mind across your organization … from provider sites to hospitals to the enterprise revenue cycle teams.
  • Make the word “Denials” a common term for your organization, much like “DNFC/DNFB”
  • Make “Appeal” your motto to attempt to recoup any lost dollars
  • Educate, Educate, Educate and Communicate, Communicate, Communicate
HIM professionals have a great opportunity to work with their organizations to mitigate a billing crisis as well as ensure a solid foundation for the months and years to come.  Why not take the crisis created by this pandemic and turn it into an opportunity to create a better way to prevent future denials?  Now is a good time to consider taking the first steps to building a Clinically Integrated Revenue Cycle (CIRC) that will bring together clinical and financial pathways rather than maintaining the traditional siloed approach. Building a better denials programs in your physician offices is a great place to start!

Editor’s Note: In December, the authors published a primer on the information blocking final rule, which you can read at the Journal of AHIMA. It contains context useful for this article on apps and APIs.

There’s an API for That

By Debra Primeau, MA, RHIA, FAHIMA, and Jaime James, MHA, RHIA

Application programming interfaces (APIs) are among the fastest growing software technologies in the world, influencing the way we work and play in the real world, and interact with each other online.

Without leaping into a morass of technical jargon and acronyms, an API is software that bridges two or more applications, allowing data to flow irrespective of each application’s original design.

For apps designed to continuously pull data streams from multiple sources, APIs serve to decrease development time, save storage space on endpoint devices, and overcome differences in standards or programming languages among systems. The ability of APIs to optimize interoperability and manage information flow is one reason for the vitality and continued growth of the so-called app economy.

Examples of APIs in action include the Health (Apple) and CommonHealth (Android) apps for consumers, and the iBlueButton app for Medicare beneficiaries and veterans, all of which allows consumers to manage their own healthcare data. These apps use secure APIs to aggregate a patient’s health data across the continuum of care—including consumer-generated data from wearables and health apps—in one location.

Consumers are not the only beneficiaries of this interface software. APIs simplify healthcare delivery, making it easier for clinicians to exchange information with each other and patients. A pediatrician, for example, may use an application that is connected via the electronic health record’s (EHR) API to perform specific analytics on a given population and provide instant feedback that can then be shared with parents.

APIs will become even more essential as hospitals accelerate compliance with the Office of the National Coordinator (ONC) for Health IT’s information blocking provisions. These regulations, which go into effect in April as part of the 21st Century Cures Act (Cures Act), will enable consumers to easily store, aggregate, use, and share electronic health information (EHI) using apps of their choice.

Consumers will wield an unprecedented level of power over their own health information.

While these provisions will bring the healthcare industry closer to the long-awaited ideal of a patient-centered ecosystem, HIM professionals need to understand how this technology will impact the privacy, security, and accessibility of health information.

Familiarity with the opportunities and risks of using consumer-access APIs will help HIM professionals guide both providers and patients through uncharted waters.

The ‘Other’ Final Rule

Our December 2020 Journal of AHIMA article “Game Planning the Information Blocking Final Rule” explored the provisions of the ONC’s information blocking final rule.

The Centers for Medicare and Medicaid Services (CMS) published its own final rule—Interoperability and Patient Access—concurrent with the ONC provisions. (A useful fact sheet from CMS can be found here.)

The CMS final rule includes the use of APIs to expand data sharing and transparency among CMS-regulated payers, starting in January 2023:
  • Patient Access API: Medicare Advantage organizations, Medicaid fee-for-service (FFS) programs, and Medicaid managed care plans will be required to implement and maintain a secure, standards-based API that allows patients to easily access their claims and encounter information, including cost as well as a defined sub-set of their clinical information through third-party applications of their choice.
  • Provider Directory API: Payers will be required to make provider directories publicly available via a standards-based API. The intent is to help patients find providers for care and treatment, as well as help clinicians find other providers for care coordination, in the most user-friendly and intuitive ways possible.
  • Payer-to-Payer Data Exchange: Payers are required to exchange certain patient clinical data—specifically, the United States Core Data for Interoperability (USCDI) v 1 data set—at the patient’s request, allowing the patient to take their information with them as they move from payer to payer.
  • Admission, Discharge, and Transfer Event Notifications: Modification to the Conditions of Participation (CoP) requiring hospitals to send electronic patient event notifications of a patient’s admission, discharge, and/or transfer to another healthcare facility or provider.
The CMS final rule delivers on the promise to put patients first, giving them access to their health information when they need it most and in a way they can best use it. This rule finalizes new policies that give patients access to their health information and moves the healthcare system toward greater interoperability.

The FHIR Standard—And Why It Matters

As part of certification, IT developers must provide access to all data elements of a patient’s electronic medical record through an API (to the extent privacy laws allow) and this access, exchange, and use must be at both an individual and group patient level.

The Cures Act requires developers of certified health IT to publish APIs that allow health information to be accessed, exchanged, and used “without special effort.” The phrase “without special effort” means that APIs developed for healthcare are standardized, transparent, and competitive.

CMS and ONC have adopted a single standard as the best option to align the industry and enable widespread interoperability which is the Fast Healthcare Interoperability Resources (FHIR) Release 4. Initially developed in 2012 by standards development organization Health Level Seven International (HL7), FHIR is a response to market needs for faster and easier methods to exchange EHI.

As to how it works, FHIR creates a common set of APIs that allow EHI, including clinical and administrative data, to be available securely to authorized stakeholders for the benefit of a patient receiving care.

The exponential growth of EHI and the app economy created the need for clinicians and consumers to be able to share data in a lightweight, real-time fashion using modern internet technologies and standards. FHIR is based on internet standards widely used by industries outside of healthcare.

By adopting existing standards and technologies already familiar to software developers, FHIR significantly lowers the barriers of entry for new software developers to support healthcare needs.

Many healthcare applications already use FHIR. By May 1, 2022 (plus a three-month enforcement discretion), ONC mandates that HL7 FHIR API capabilities must be rolled out for certified health IT.

Governance Issues

Like any new technology, APIs present both opportunities and risks. Among health information management (HIM) professionals, there are many concerns regarding APIs, including security, privacy, and educating patients on how to safely manage their own data. All of these issues should be built into a multidisciplinary governance structure.

Broad considerations to include in a governance structure include:

Security. As vendors of certified health IT implement FHIR-based APIs over the next two years, they also will have to comply with security requirements, such as OAuth2, which is an industry-based authorization standard. This protocol, which is used by the banking and travel industries, enables certified health IT vendors to permit or deny an app secure access, as well as limit what data is being accessed. These requirements will help ensure access to health information through third-party apps is appropriate, secure, and at the direction of the patient.

Privacy. Most commercial third-party app developers will not be subject to HIPAA. Standards for handling data privacy and security, as well as rules for “good” app behavior, will need to be developed as part of API governance.

An app should request the minimum dataset required to perform its function with clear and accurate privacy policies to guide selection. According to HHS, an individual may request a provider to direct their EHR to a third-party app in an unsecure manner or through an unsecure channel (this may be more out of consumer convenience than anything nefarious).

In this circumstance, the provider would not be responsible for unauthorized access to an individual’s EHI while in transmission to the app. However, the provider should consider informing the consumer of the potential risks involved.

Patient Responsibility. To achieve a patient-centered ecosystem, patients must be informed consumers of healthcare. Unfortunately, most app user agreements are insufficient to adequately inform consumers of the responsibility they assume for their health data’s privacy and security.

Consumers are often unaware of the extent to which their health data is de-identified, sold, and otherwise reused without their consent. User agreements, which often appear in tiny fonts and include hard-to-decipher legalese, are not substitutes for robust patient information, advocacy, and education.

The HIM Role

HIM professionals are responsible for protecting the privacy and security of our patients’ information as well as the implications of APIs and apps as it pertains to information blocking. Although the choice to release EHI to an app belongs to the consumer, they will likely turn to providers for secure recommendations.

In addition to creating the governance structure, HIM professionals will play a significant role in ensuring the data is accurate and secure.

Patient Empowerment. Healthcare organizations need to strike a delicate balance between patient’s access to their information and the need to educate consumers about the risks of such control.

Patient education should be factually accurate, unbiased, and transparent. Patients should be educated on app privacy and security along with the privacy and/or security risks posed by the technology or the third-party developer. Education may come in the form of updating a provider’s privacy notice and/or placing information regarding the privacy and security “best practices” for third-party apps on the organization’s website or providing information as an app is requested.

Healthcare providers may consider establishing processes to notify patients whether an app developer has attested whether its privacy policy and security practices meet “best practices.” CMS provides minimum app privacy notice criteria and examples that may be accessed to assist in this. Healthcare providers may also want to begin to establish lists of apps that have been vetted to assist in facilitating the assessment of the app’s privacy and security practices.

Patients should be made aware of resources such as the CARIN Alliance Code of Conduct and the HHS Model Notices of Privacy Practices to help consumers and providers understand selection criteria for APIs and apps.

Healthcare organizations may want to consider implementing consent processes that explain the information collected and how it will and/or will not be used. Patients should understand how the provider will screen third parties with access to data for matching purposes, what security practices are followed, and if there are user-friendly methods to opt out of communications.

App Security. In addition to education, HIM professionals have a responsibility to ensure the apps that are being used to share data into their electronic health record (EHR) systems are safe and secure to protect their organizations from potential unintended consequences of breaches and hacking/ransomware.

There is also a responsibility to establish solid workflows to address patient requests for access to their electronic health information via third party apps that the organization may not connect with despite any risks noted regarding the app itself or the third-party developer. With the appropriate governance to ensure policies, procedures, and workflows are documented and implemented, these potential risks can be mitigated.

APIs allow people with the right authorization to access healthcare data efficiently and effectively. They will liberate the clinical and financial data from legacy silos and improve data interoperability and transparency—with the ultimate goal of improving health outcomes.

Access to health data via APIs does require additional considerations, privacy and security standards, and regulatory compliance needs. If properly managed through an information governance program, the benefits far outweigh the risks.

Innovating with APIs

Healthcare API-driven apps have endless potential to innovate with patient care and outcomes.
  • Long-Term Care. Apps and devices are being deployed by long-term care providers and senior living communities to mitigate residents’ social isolation and engage those with cognitive decline.
  • Consumer wearables and home care devices assist remote monitoring by a healthcare professional or caregiver and can be used to identify risks or trends that require interventions.
  • Remote Monitoring. Electronic transfer greatly assists in situations where the consumer and clinicians do not share the same physical location. For example, remote monitoring can be used for predicting fall risks, sleep cycles, and trends that suggest cognitive decline. Researchers and clinicians can study COVID-19 symptoms and treatments through devices that enable remote monitoring of oxygen saturation, blood pressure, temperature, and pulse rate.
  • Data Insights. Patients will eventually have access to both clinical and financial information that will assist them in making informed decisions about their healthcare. Health information will more easily be shared not only between providers to patients but between patients and providers and provider to provider.

MSHIMA Job Board

The MSHIMA website contains a job board available for those seeking employment and those looking to hire qualified HIM professionals in Mississippi.  The job board is free to use for all MSHIMA members.  Click here to access this great membership tool.

MSHIMA Legal Manual

The MSHIMA Legal Manual is available for purchase and download. This manual includes state and federal guidelines and policies for health information management.  Stay up-to-date on the latest updates on policy and download your copy today!
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