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Recognizing that many of the best ideas have begun as “back of the napkin” concepts drafted on the fly, the Icahn School of Medicine and the Graduate School of Biomedical Sciences at New York City-based Mount Sinai Health System host an annual “Health
Hackathon” to foster creative, collaborative problem-solving.
In October, more than 90 healthcare professionals, engineers, and software developers teamed up with trainees from academic institutions from across the country during a 48-hour health hackathon to explore ideas and develop prototype solutions for improving patient care. It was the second such event at
Leaders at Mount Sinai say they developed their health hackathon to cultivate an ecosystem that fosters multi- and transdisciplinary team-based health tech innovation and entrepreneurship. Along with fostering a culture of innovation, the organization seeks to generate new technologies in the hope that some may have
commercial potential, says Scott Friedman, MD, dean for therapeutic discovery and chief of liver diseases at the Icahn School of Medicine at Mount Sinai.
Mount Sinai differentiates itself from some other organizations that host healthcare hackathons by offering participants a real-life, front-line connection to the challenges of managing patients within an academic healthcare setting.
“As an academic medical center hosting a health hackathon, we engage not only technology-oriented people like software engineers and device developers, but also the entire medical community,” Friedman (pictured at right) says. “We believe we offer a
360-degree view of problems, so they are laid out more clearly and not abstractly.”
This year’s Health Hackathon theme was cancer, which posed countless opportunities for problem-solving, says Ramon Parsons, MD, PhD, director of the Tisch Cancer Institute at Mount Sinai. “Software tools and devices that would help with patient navigation, disease monitoring, or even securing electronic consent for research
studies would be extremely helpful and benefit patients,” he says.
Organizers sparked ideas by sharing videos from cancer patients, clinicians, and researchers on opportunities for technology to improve cancer care. The videos deliberately reflected a broad range of issues that affect both patients and providers, to stimulate conversation, ideation, and creative solutions to a
range of problems in cancer, says Janice Gabrilove, MD, professor of medicine and oncological sciences at the Icahn School of Medicine.
“The essence of a health hackathon is really about creating cross-talk among disciplines,” she says. “In this day and age, the big problems in medicine and healthcare delivery require partnerships among a broad range of disciplines—basic science, clinical science, engineering, computer science, business, and finance,” Gabrilove (pictured at right) says.
Prior to the hackathon, participants used a shared online bulletin board to network and form teams based on problems that interested them. Using the board, teams could recruit teammates who would bring the skills needed to develop a particular idea.
Other participants waited until the event to join teams, each of which included up to 10 participants. The teams then developed prototypes or mockups of potential apps or devices. On the final morning, each team gave a three-minute slide presentation along with a demonstration of their solution to a panel of judges.
Prior to their final pitch, the teams sought advice from a range of advisers and practiced before a panel of mock judges who provided feedback. Experts from Mount Sinai’s Innovation Partners office, which facilitates the commercialization of new technologies, participated in the final judging panel, along with advisers from
Mount Sinai’s Rapid Prototyping Center and the Sinai App Lab, which also served as co-organizers of the event.
Judges selected the following winning ideas this year:
Event organizers plan to invite this year’s winners back to Mount Sinai in February to pitch their solutions to a panel of venture capitalists.
Leaders from Mount Sinai offer the following advice to other organizations interested in hosting a healthcare hackathon.
Welcome all clinicians—even those without
tech experience. “A clinical practitioner, such as a nurse, social worker, or physician, may feel like they know nothing about technology because they are not an engineer or a coder,” Gabrilove says. “Yet they have the clinical insights that can inform
engineers and coders, and it is the partnering between those groups that leads to new prototypes and ideas.”
Don’t ignore the logistics. Details matter: In addition to securing space, food, and housing to host the event, organizers needed to create a separate and secure Wi-Fi network for participants.
Organizers recommend using the free
Hackathon Handbook from the Massachusetts Institute of Technology, a hackathon pioneer, to help plan the event.
Offer open registration. To get participation from a broad mix of faculty, students, researchers, staff members, and industry professionals, Mount Sinai does not restrict who can sign up for the Health Hackathon. However, some organizations may want candidates to apply so they can ensure a
specific mix of participants.
This year, Mount Sinai proactively invited engineers, computer scientists, and other aspiring entrepreneurs with technical backgrounds. “We wanted to diversify each team with a range of experiences and give everyone an opportunity to add some expertise on their team to develop a real solution over the course of a
weekend,” says Peter Backeris, a bioengineer at the Icahn School of Medicine and Health Hackathon program organizer. “The goal is to help people in the scientific and clinical community understand each other and how they work.”
Create a participation agreement. This should detail participant eligibility, the contest’s judging criteria, and information on intellectual property (IP) guidelines. In their agreement, Mount Sinai does not assert any IP rights to hackathon ideas unless the participants continue to use the health
system’s resources after the event.
Find commercial partners. Backeris recommends signing three or four corporate sponsors to provide expertise on-site and help fund the event.
Determine whether the event will
allow teams to bring technology they have already developed. If organizers allow this option, they should make sure that such technology is disclosed in advance to ensure fairness.
Make sure judging criteria are
clear. Inconsistencies in how judges perceive criteria can create wide variation in scoring. Watching and scoring videotaped pitches from previous events—and then discussing the results—can help promote more consistency among judges, Backeris says.
Stay in touch with teams. Gabrilove says previous winning teams can serve as ambassadors for future healthcare hackathon events, helping to attract business contacts and enhancing networking opportunities.
Although healthcare hackathons may seem outside the day-to-day mission of providing patient care, such events align with the core vision and values of many academic medical centers, which aim to foster innovation in education and patient care.
“Academic leaders should take the long view and recognize that supporting a health hackathon is an investment in creating a culture that supports innovation,” Friedman says. “The long-term payoff will be in attracting talented and creative thinkers who have unique skill sets that will enhance the success of the
Laura Ramos Hegwer is a freelance writer and editor based in Lake Bluff, Ill..
for this article: Peter Backeris, bioengineer, Icahn School of Medicine at Mount Sinai, New York City; Scott Friedman, MD, dean for therapeutic discovery and chief of liver diseases, Icahn School of Medicine; Janice Gabrilove, MD, professor of oncological sciences, Icahn School of Medicine; Ramon
Parsons, MD, PhD, director, Tisch Cancer Institute at Mount Sinai.
Change Healthcare: Accelerating Revenue Cycle Transformation
Jason Williams, vice president for strategy and business analytics, Change Healthcare, discusses the importance of technology and technology-enabled services in reinventing the revenue cycle.
Ensemble Health Partners: Driving Revenue Cycle Innovation
Judson Ivy, president of Ensemble Health Partners, discusses the value of revenue cycle outsourcing and the importance of selecting the right partner.
Grant Thornton: Facilitating EAM
Priority Advantage: Helping Organizations Optimize Their Medicare Advantage Plans
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10 Ways to Reduce Patient Statement Volume (and Reduce Costs)
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Reduce Patient Balances Sent to Collection Agencies: Approaching New Problems with New Approaches
This white paper, written by Apex Vice President of Solutions and Services, Carrie Romandine, discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle. Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs, but it will maximize the amount collected before sending to collections. Further, targeted messaging should be applied across all points of patient interaction (i.e. point of service, customer service, patient statements) and analyzed regularly for maximized results.
The Future of Online Patient Billing Portals
This white paper, written by Apex President Patrick Maurer, discusses methods to increase patient adoption of online payments. Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections. This white paper shows why patient-centric approaches to online payment portals are important complements to traditional provider-centric approaches.
Payment Portals Can Improve Self-Pay Collections and Support Meaningful Use
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Large Health System Drives 10% UP (Patient Payments) and 10% DOWN (Billing-related Costs)
Faced with a rising tide of bad debt, a large Southeastern healthcare system was seeing a sharp decline in net patient revenues. The need to improve collections was dire. By integrating critical tools and processes, the health system was able to increase online payments and improve its financial position. Taking a holistic approach increased overall collection yield by 10% while costs came down because the number of statements sent to patients fell by 10%, which equated to a $1.3M annualized improvement in patient cash over a six-month period. This case study explains how.
ICD-10: Managing Performance
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Clarity Drives Collections
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Revenue Cycle Payment Clarity
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Streamlining the Patient Billing Process
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Wallace Thomson Hospital Automates to Maximize Limited Resources
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7 Steps for Building and Funding Sustainability Projects
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Key Capital Considerations for Mergers and Acquisitions
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Key Capital Considerations for Mergers and Acquisitions
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Trend Watch: Providers adapt as value-based care moves from hype to reality
Announcements from several commercial payers and the Centers for Medicare and Medicaid Services (CMS) early in 2015 around increased efforts to form value-based contracts with providers seemed to point to an impending rise in risk-based contracting. Rather than wait for disruption from the outside in, health care providers are now making inroads on collaborating with payers on various risk-based contracting models to increase the value of health care from within.
Yuma Regional Medical Center case study
Yuma Regional Medical Center (YRMC) is a not-for-profit hospital serving a population of roughly 200,000 in Yuma and the surrounding communities.
Before becoming a ZirMed client, Yuma was attempting to manually monitor hundreds of thousands of charges which led to significant charge capture leakage. Learn how Yuma & ZirMed worked together to address underlying collections issues at the front end, thus increasing Yuma’s overall bottom line.
Reforming with a New 50-Bed Acute Care Facility
Kindred Hospital Rehabilitation Services works with partners to audit the market and the facility’s role in that market to identify opportunities for improvement. This approach leads to successes; Kindred’s clinical rehab and management expertise complements our partners’ strengths. Every facility and challenge is unique, and requires a full objective analysis.
5-Minute Briefing on Revenue Integrity Through HIM WhitePaper Hospitals FS
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5-Minute Briefing on Accelerating Cash Flow Through HIM WhitePaper Hospitals FS
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5-Minute Briefing on Reducing the Cost of RCM WhitePaper Hospitals FS
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Providers Focus Too Much On Revenue Cycle Management
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Lucille Packard Children’s Hospital Stanford Case Study
How Lucile Packard Children’s Hospital Stanford increased payments received within 45 days by 20% and reduced paper submission claims by 70% by using ZirMed solutions.
Using Predictive Modeling To Detect Meaningful Correlations Across Claims Denials Data
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ZOLL and Emergency Mobile Health Care Case Study
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Maximizing Medicare Reimbursements White Paper
Since the Physician Quality Reporting Initiative (PQRI) introduction, CMS has paid more than $100 million in bonus payments to participants. However, these bonuses ended in 2015; providers who successfully meet the reporting requirements in 2016 will avoid the 2% negative payment adjustment in 2018, so now is the time to act! Included in this whitepaper are implications of increasing patient responsibility, collections best practices, and collections and internal control solutions.
Denials Deconstructed: Getting Your Claims Paid
Getting paid what your physician deserves—that’s the goal of every biller. Yet even for the best billers, achieving that success can be elusive when denials stand in the way of success, presenting challenges at every turn. Denials aren’t going away, but you can learn techniques to manage and even prevent them.Join practice management expert Elizabeth W. Woodcock, MBA, FACMPE, CPC, to: Discover methods to translate denial data into business intelligence to improve your bottom line, determine staff productivity benchmarks for billers, and recognize common mistakes in denial management.
Automation and Operational Improvement Drive Sustainable Results
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Building A Common Vision with Employed Physicians
HSG helped the physicians and executives of St. Claire Regional in Morehead, Kentucky, define their shared vision for how the group would evolve over the next decade. As well as, develop the strategic and operational priorities which refocused and accelerated the group’s evolution.
Practice Performance Improvement
The client was a nine-hospital health system with 14 clinics serving communities in a multi-state market with very limited access to care, poor economic conditions, high unemployment, and a heavy Medicare/Medicaid/uninsured payer mix. In most of these communities, the system was the sole source of care.
Though the clinics were of substantial size (they employed 98 physicians) and comprised of multiple specialists, the physicians functioned as individuals and the practices lacked any real group culture.
Clinical Integration Without Spending a Fortune
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Contrary to popular belief, we have clients who have generated substantial shared savings and a significant ROI over time, without massive investments. Yes, some financial capital is required for resources the CIN providers can’t bring to the table themselves. But the size of that investment can be miniscule relative to the value it produces: improved outcomes and documentation for payers.
Adding Value to Physician Compensation
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This report focuses on the three big questions HSG receives about adding value to physician compensation; Why are organizations redesigning their provider compensation plans? What elements and parameters must be part of successful compensation plans? How are organizations implementing compensation changes?
Effective Revenue Cycle Management in Your Network
Revenue Cycle Management has become an even more complex issue with declining reimbursements, implementation of Electronic Health Records, evolving local carrier determinations (LCD), and payer credentialing [The emphasis on healthcare fraud, abuse and compliance has increased the importance of accuracy of data reporting and claims filing).
The efficiency of a medical practice’s billing operations has critical impact on the financial performance. In many cases, patient billings are the primary revenue source that pays staff salaries, provider compensation and overhead operating cost. Inefficiencies or inaccurate billing will contribute to operating losses.
Succeeding in Value-Based Care
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