David Lareau is Chief Executive Officer of Medicomp. Lareau joined Medicomp in 1995 and has responsibility for operations and product management, including customer relations and marketing. Prior to joining Medicomp, Lareau founded a company that installed management communication networks in large enterprises such as The World Bank, DuPont and Sinai Hospital in Baltimore. The Sinai Hospital project, one of the first PC-based LAN systems using email and groupware, was widely acknowledged as one of the largest and most successful implementations of this technology.
Lareau’s work at Sinai led to the founding of a medical billing company that led, in turn, to his partnership with Medicomp. Realizing that the healthcare industry made less use of information technology than almost any other industry, particularly in the area of clinical care, Lareau immediately saw the potential for Medicomp’s powerful technologies and joined the company to help fulfill Peter Goltra’s vision.
They are vast, deep, and nearly impossible to navigate without the right clinical lens applied on top. The real challenge facing health data platform companies and health system data teams is what to do with all of it.
The settlement demonstrates that enforcement risk is real and substantial, but it also highlights an opportunity. Medicare Advantage oversight does not require years of new rulemaking or experimental pilots because the technical capability to validate documentation at scale already exists and can be deployed today.
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A universal medical coder, applied consistently across care settings, offers a practical solution to the enduring challenge of data integrity.
The lack of adoption of interoperability tools by healthcare providers is a complex issue that requires a multi-faceted approach
The healthcare industry must prioritize the development and implementation of universal tools that can efficiently navigate, interpret, and derive value from the growing wealth of health data.
The traditional transactional approach to the coding of diagnoses to support billing in a fee-for-service environment is not adequate to meet the care requirements of VBC programs.
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Without a new set of tools that clinicians can access at the point of care, the availability of information from QHINs will increase provider burdens because they will struggle to find the information needed to evaluate a patient, take action, complete documentation, and move to the next patient.
While EHRs are often viewed as essential clinical tools, most were originally designed to facilitate billing operations. By incorporating clinically responsive workflows that readily present the right information to clinicians at the point of care, EHRs can finally fulfill their destiny – to drive better patient care.
One reason clinicians struggle to find what they need in EHRs is because most legacy systems were not designed to provide a diagnostically holistic view for specific clinical conditions.
Healthcare leaders can continue to wait for the government to enact and enforce IT changes that may or may not serve the needs of clinicians. Or, they can embrace proven solutions today that make their EHRs a bit more like a good butler – and serve the needs of clinicians.
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Healthcare CIOs understand that without ready-access to quality data to feed AI engines, the technology is simply not going to work.
Lack of innovation has contributed to the industry’s failure to drive down the cost curve and regardless of how Amazon/Berkshire/JP Morgan moves forward, other large employers will be anxious to leverage any programs that successfully lower costs.