Testimony
Statement by
David J. Brailer, M.D., Ph.D.
National Coordinator for Health Information Technology
U.S. Department of Health and Human Services
on
Full Committee Hearing on Healthcare and the IT Revolution
before
U.S. House of Representatives, Committee on Government Reform
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Thursday, September 29, 2005
Introduction
Chairman Davis and Members of the Committee, I am Dr. David Brailer, the National
Coordinator for Health Information Technology. The Office of the National Coordinator for
Health Information Technology is a component of the Department of Health and Human
Services (HHS). Thank you for inviting me to testify today on health information technology
activities underway in the Department.
Setting the Context
On April 27, 2004, the President signed Executive Order 13335 (EO) announcing his
commitment to the promotion of health information technology (IT) to lower costs, reduce
medical errors, improve quality of care, and provide better information for patients and
physicians. In particular, the President called for widespread adoption of electronic health
records (EHRs) within 10 years so that health information will follow patients throughout their
care in a seamless and secure manner. Toward that vision, the EO directed the Secretary of the
Department Health and Human Services (HHS) to establish within the Office of the Secretary the
position of National Coordinator for Health Information Technology (National Coordinator),
with responsibilities for coordinating Federal health information technology (health IT) programs
with those of relevant executive branch agencies, as well as coordinating with the private sector
on their health IT efforts. On May 6, 2004, Secretary Tommy G. Thompson appointed me to
serve in this position.
On July 21, 2004, during the Department’s Health IT Summit, we published the �Strategic
Framework: The Decade of Health Information Technology: Delivering Consumer-centric and
Information-rich Health Care,� (The Framework). The Framework outlined an approach toward
nationwide implementation of interoperable EHRs and in it we identified four major goals.
These goals are: 1) inform clinical practice by accelerating the use of EHRs, 2) interconnect
clinicians so that they can exchange health information using advanced and secure electronic
communication, 3) personalize care with consumer-based health records and better information
for consumers, and 4) improve public health through advanced bio-surveillance methods and
streamlined collection of data for quality measurement and research. The Framework has
allowed many industry segments, sectors, interest groups, and individuals to review how health
IT could transform their activity or experience, consider how to take advantage of this change,
and to participate in ongoing dialogue about forthcoming efforts. My office has obtained
significant additional input concerning how these four goals can best be met.
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We have consulted with, and actively partnered with, numerous federal agencies in the
U.S. Government including the Departments of Veterans Affairs, Defense, Commerce, and
Homeland Security.
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We have met with many organizations and individuals representing stakeholders of the
healthcare system to obtain their individual views.
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We have reached out to states and regions through site visits and town hall meetings to
understand the health IT challenges experienced at the local level as well as best practices
for the use of, and collaboration regarding, health IT.
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We have regularly testified before, and been informed by, the National Committee on Vital
and Health Statistics (NCVHS) on issues critical to the nation’s health IT goals.
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We have monitored, and coordinated with, the efforts of the Commission for Systemic
Interoperability. (The Medicare Modernization Act called for the Secretary to establish the
Commission to develop a comprehensive strategy for the adoption and implementation of
health care information technology standards that includes a timeline and prioritization for
such adoption and implementation.) and
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We have met with delegations involved with health IT from other countries, including
Canada, Netherlands, Japan, Australia, Great Britain, and France to learn from their
individual country experiences.
Building on the EO, The Framework, and this input, we have developed the clinical, business,
and technical foundations for the HHS health IT strategy. Let me turn to some of those now.
The Clinical Foundation: Evidence of the Benefits of Health IT
We believe that health IT can save lives, improve care, and reduce costs in our health system.
Five years ago, the Institute of Medicine (IOM) estimated that as many as 44,000 to 98,000
deaths occur each year as the result of medical errors. Health IT, through applications such as
computerized physician order entry can help reduce medical errors and improve quality. For
example, studies have shown that adverse drug events have been reduced by as much as 70 to
80% by targeted programs, with a significant portion of the improvement stemming from the use
of health IT.
Every primary care physician knows what a recent study in the Journal of the American Medical
Association (JAMA) showed: that clinical information is frequently missing at the point of care,
and that this missing information can be harmful to patients. That study also showed that clinical
information was less likely to be missing in practices that had full electronic records systems.
Patients know this too and are taking matters into their own hands. A recent survey by the
Agency for Healthcare Research and Quality (AHRQ) with the Kaiser Family Foundation and
the Harvard School of Public Health found that nearly 1 in 3 people say that they or a family
member have created their own set of medical records to ensure that their health care providers
have all of their medical information.
There are mixed signals about the potential of health IT to reduce costs. Some researchers
estimate that potential savings from the implementation of health IT and corresponding changes
in care processes could range anywhere from 7.5 percent of health care costs (Johnston et al.,
2003; Pan et al, 2004) to 30 percent (Wennberg et al., 2002; Wennberg et al., 2004; Fisher et al.,
2003; Fisher et al., 2003). These estimates are based in part on the reduction of obvious errors.
For example, a medical error is estimated to cost, in 2003 dollars, about $3,700 (Bates et al,
1997). But, these savings are not guaranteed through the simple acquisition of health IT: If
poorly designed or implemented, health IT will not bring these benefits, and in some cases may
even result in new medical errors and potential costs (Koppel et al.2005).
Therefore, achieving cost savings requires a much more substantial transformation of care
delivery that goes beyond simple error reduction. Health IT must be combined with real process
change in order to see meaningful improvements in our delivery system. It requires the industry
to follow the best diagnostic and treatment practices everywhere in the nation. For example,
cholesterol screenings can lead to early treatment, which in turn can reduce the risk for heart
disease. Where that has been done, there have been substantial savings on cardiac expenditures.
So, this is the clinical foundation for our work, which demonstrates that health IT can save lives,
improve care, and improve efficiency in our health system; now let me turn to the economic
foundation.
The Economic Foundation- The Leadership Panel
Recognizing that the healthcare sector lags behind most other industries in its investment in IT,
an HHS contractor convened a Health IT Leadership Panel for the purpose of understanding how
IT has transformed other industries and how, based upon their experiences, it can transform the
health care industry.
The Leadership Panel was comprised of nine CEOs from leading companies that purchase large
quantities of healthcare services for their employees and dependents and that do not operate in
the healthcare business. The Leadership Panel included CEOs from FedEx Corporation, General
Motors, International Paper, Johnson Controls, Target Corporation, Pepsico, Procter & Gamble,
Wells Fargo, and Wal-Mart Stores. The business leaders were called upon to evaluate the need
for investment in health information technology and the major roles for both the government and
the private sector in achieving widespread adoption and implementation. Based upon their own
experiences using IT to reengineer their individual business - and by extension, their industries -
the Leadership Panel concluded that investment in interoperable health IT is urgent and vital to
the broader U.S. economy due to rising health care demands and business interests.
As identified by the Lewin Group, the Leadership Panel unanimously agreed that the federal
government must begin to drive change before the private sector would become fully engaged.
Specifically, the Leadership Panel concluded:
- Potential benefits of health IT far outweigh manageable costs.
- Health IT needs a clear, broadly motivating vision and practical adoption strategy.
- The federal government should provide leadership, and industry will engage and follow.
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Lessons of adoption and success of IT in other industries should inform and enhance
adoption of health IT.
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Among its multiple stakeholders, the consumer�including individual beneficiaries,
patients, family members, and the public at large�is key to adoption of health IT and
realizing its benefits.
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Stakeholder incentives must be aligned to foster health IT adoption.
The Leadership Panel identified as a key imperative that the Federal government should act as
leader, catalyst, and convener of the nation’s health information technology effort. The
Leadership Panel stated that federal leverage as purchaser and provider would be needed�and welcomed
by the private sector. Private sector purchasers and health care organizations can and should
collaborate alongside the federal government to drive adoption of health IT. In addition, the
Leadership Panel members recognized that widespread health IT adoption may not succeed
without buy-in from the public as health care consumer. Panelists suggested that the national
health IT vision must be communicated clearly and directly to enlist consumer support for the
widespread adoption of health IT.
These findings and recommendations from the Leadership Panel were published in a report
released in May 2005 and laid the business foundation for the HHS health IT strategy. Now, let
me turn to the technical foundation.
The Technical Foundation: Public Input Solicited on Nationwide Network
HHS published a Request for Information (RFI) in November 2004 that solicited public input
about whether and how a Nationwide Health Information Network (NHIN) could be developed.
This RFI asked key questions to guide our understanding around the organization and business
framework, legal and regulatory issues, management and operational considerations, standards
and policies for interoperability, and other considerations.
We received over 500 responses to the RFI, which were reviewed by a government-wide RFI
Review Task Force. This Task Force was comprised of over 100 Federal employees from 17
agencies, including the Departments of Homeland Security, Defense, Veterans Affairs, Treasury,
Commerce, and Health and Human Services, as well as multiple agencies within the
departments. The resulting public summary document has begun to inform policy discussions
inside and outside the government.
We know that the RFI stimulated substantial and unprecedented discussions within and across
organizations about how interoperability can really work, and we have continued to build on this.
These responses have yielded one of the richest and most descriptive collections of thoughts on
interoperability and health information exchange that has likely ever been assembled in the U.S.
As such, it has set the foundation for actionable steps designed to meet the President’s goal.
While the RFI report is an illustrative summary of the RFI responses and does not attempt to
evaluate or discuss the relative merits of any one individual response over another, it does
provide some key findings. Among the many opinions expressed by those supporting the
development of a NHIN, the following concepts emerged:
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A NHIN should be a decentralized architecture built using the Internet, linked by uniform
communications and a software framework of open standards and policies.
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A NHIN should reflect the interests of all stakeholders and be a joint public/private effort.
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A governance entity composed of public and private stakeholders should oversee the
determination of standards and policies.
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A NHIN should provide sufficient safeguards to protect the privacy of personal health
information.
- Incentives may be needed to accelerate the deployment and adoption of a NHIN.
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Existing technologies, federal leadership, prototype localized or regional exchange efforts,
and certification of EHRs will be the critical enablers of a NHIN.
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Key challenges to developing and adopting a NHIN were listed as: the need for additional
and better refined standards; addressing privacy concerns; paying for the development and
operation of, and access to the NHIN; accurately verifying patients’ identity; and
addressing discordant inter- and intra-state laws regarding health information exchange.
Key Actions
Building on these steps, two critical challenges to realizing the President’s vision for health IT
are being addressed: a) interoperability and the secure portability of health information, and b)
electronic health record (EHR) adoption. Interoperability and portability of health information
using information technology are essential to achieve the industry transformation goals sought by
the President. Further, the gap in EHR adoption between large hospitals and small hospitals,
between large and small physician practices, and between other healthcare providers must be
addressed. This adoption gap has the potential to shift the market in favor of large players who
can afford these technologies, and can create differential health treatments and quality, resulting
in a quality gap.
To address these challenges, HHS is focusing on several key actions: harmonizing health
information standards; certifying health IT products to assure consistency with standards;
addressing variations in privacy and security policies that can pose challenges to interoperability;
and, developing an architecture for nationwide sharing of electronic health information. HHS
has allocated $86.5 million to achieve these and other goals in FY 2005 and has requested $125
million in FY 2006. These efforts are inter-related, and they will be coordinated through the
formation of a new collaborative known as the American Health Information Community.
American Health Information Community (the Community)
On July 14, 2005, Secretary Mike Leavitt formally announced the formation of a national
collaboration, the American Health Information Community (the Community), a public-private
body formed pursuant to the Federal Advisory Committee Act. The Community has been
formed for the purposes of helping transition the nation to electronic health records in a smooth,
market-led way. The Community will provide input and recommendations to the Secretary on
use of common standards and how interoperability among EHRs can be achieved while assuring
that the privacy and security of those records are protected. And, it has been designed as an open,
transparent and inclusive collaboration.
On September 13, 2005, Secretary Mike Leavitt announced the membership for the American
Health Information Community (the Community). The Community has 17 commission
members, including Secretary Leavitt, who serves as chairperson. It consists of nine members
from the public sector and eight members from the private sector:
- Scott P. Serota, President and CEO, Blue Cross Blue Shield Association
- Douglas E. Henley, M.D., Executive Vice President, American Academy of Family Physicians
- Lillee Smith Gelinas, R.N., Chief Nursing Officer, VHA Inc.
- Charles N. Kahn III, President, Federation of American Hospitals
- Nancy Davenport-Ennis, CEO, National Patient Advocate Foundation
- Steven S Reinemund, CEO and Chairman, PepsiCo
- Kevin D. Hutchinson, CEO, SureScripts
- Craig R. Barrett, Chairman, Intel Corporation
- E. Mitchell Roob, Secretary, Indiana Family and Social Services Administration
- Mark B. McClellan, M.D., Administrator, Centers for Medicare and Medicaid Services
- Julie Louise Gerberding, M.D., Director, Centers for Disease Control and Prevention
- Jonathan B. Perlin, M.D., Under Secretary for Health, Department of Veterans Affairs
- William Winkenwerder Jr., M.D., Assistant Secretary of Defense, Department of Defense
- Mark J. Warshawsky, Assistant Secretary for Economic Policy, Department of Treasury
- Linda M. Springer, Director, Office of Personnel Management
- Michelle O’Neill, Acting Under Secretary for Technology, Department of Commerce
The Community will start by building on the vast amount of standardization already achieved
inside and outside the healthcare industry. Specifically, the Community will:
- Make recommendations on how to maintain appropriate and effective privacy and security protections.
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Identify and make recommendations for prioritizing health information technology
achievements that will provide immediate benefits to consumers of health care (e.g., drug
safety, lab results, bio-terrorism surveillance, etc.).
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Make recommendations regarding the ongoing harmonization of industry-wide health IT
standards and a separate product certification and inspection process.
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Make recommendations for a nationwide architecture that uses the Internet to share health
information in a secure and timely manner.
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Make recommendations on how the Community can be succeeded by a private-sector
health information community initiative within five years.
The Community has been chartered for two years, with the option to renew and duration of no
more than five years. The Department intends for the Community to be succeeded by a privatesector
health information community initiative that, among other things, would set additional
needed standards, certify new health information technology, and provide long-term governance
for health care transformation.
In addition to the formation of the Community, the Office of the National Coordinator issued
four requests for proposals (RFPs). The outputs of the contracts stemming from these RFPs will,
in part, serve as inputs for the Community’s consideration. We are in the process of awarding
contracts for these RFPs in September and October 2005. Specifically, these contracts will focus
on the following major areas:
Standards harmonization
We are in the process of awarding a contract to develop, prototype and evaluate a process to
harmonize industry-wide standards development, and also unify and streamline maintenance of
and refinements to existing standards over time. Today, the standards-setting process is
fragmented and lacks coordination, resulting in overlapping standards and gaps in standards that
need to be filled. We envision a process where standards are identified and developed around
real scenarios - i.e., around use cases or breakthroughs. A �use case� is a technology term to
describe how actors interact in specific value-added scenarios - for example, rapidly assembling
complete patient information in an emergency room; we also call them �breakthroughs�.
Compliance certification
We are in the process of awarding a contract to develop, prototype and evaluate a process to
specify criteria for the functional requirements for health IT products - beginning with
ambulatory EHRs, then inpatient EHRs, and then the infrastructure components through which
EHRs interoperate (e.g., NHIN architecture). The output of this contract will also evaluate a
process for inspection based on conformance with these criteria.
NHIN Architecture
We are in the process of awarding a set of contracts to develop models and prototypes for a
NHIN for widespread health information exchange that can be used to test specialized network
functions, security protections and monitoring, and demonstrate feasibility of scalable models
across market settings. The NHIN architecture will be coordinated with the work of the Federal
Health Architecture and other interrelated RFPs. The goal is to develop real solutions for
nationwide health information exchange and ultimately develop a market - particularly the
supply side - for health information exchange, which does not exist today. These contracts will
fund up to 6 architectures and operational prototypes that will maximize the use of existing
resources such as the Internet, and will be tested simultaneously in three markets with a diversity
of providers in each market. HHS intends to make these prototype architectures available in the
public domain to prevent control of ideas and design.
Security and privacy
HHS is in the process of awarding a contract to assess variations in state laws and organizationlevel
business policies around privacy and security practices, including variations in
implementations of HIPAA privacy and security requirements, that may pose challenges to
automated health information exchange and interoperability. This contract, administered by
AHRQ, will seek to define workable mechanisms and policies to address these variations, while
maintaining the levels of security and privacy that consumers expect.
Fraud and Abuse Study
HHS has a 6-month project underway to determine how automated coding software and a
nationwide interoperable health information technology infrastructure can address healthcare
fraud issues. The project is being conducted through a contract with the Foundation of Research
and Education (FORE) of the American Health Information Management Association (AHIMA)
While only a small percentage of the estimated 4 billion healthcare claims submitted each year
are fraudulent, the total dollars in fraudulent or improper claims is substantial. The National
Health Care Anti-Fraud Association (NHCAA) estimates that healthcare fraud accounts for 3
percent of U.S. health expenditures each year, or an estimated $56.7 billion. They cite other
estimates, which may include improper but not fraudulent claims, as high as 10 percent of U.S.
health expenditures or $170 billion annually.
At present, the contractor is completing two main tasks. One task is a descriptive study of the
issues and the steps in the development and use of automated coding software that enhance
healthcare anti-fraud activities. The second task is identifying best practices to enhance the
capabilities of a nationwide interoperable health information technology infrastructure to assist
in prevention, detection and prosecution, as appropriate, in cases of healthcare fraud or improper
claims and billing. An expert cross-industry committee composed of senior level executives from
both the private and public sectors has guided this second task.
The project’s final report is on schedule for completion in September 2005.
EHR Adoption Study
To realize the President’s goal for EHR adoption, we must be able to measure the rate of
adoption across relevant care settings. To date, several health care surveys have queried health
care providers such as individual physicians, physician group practices, community health
centers, and hospitals on their use of EHRs in an effort to arrive at an �EHR adoption rate.�
These surveys have revealed an adoption gap exists; however, the surveys and what they have
measured have varied. These variations occur from survey factors such as the type of entity,
geography, provider size, type of health information technology deployed, how an EHR is
defined, the survey sampling frame methodology (e.g., the source list of physicians), and survey
data collection method (i.e., phone interview, mail questionnaire, internet questionnaire, etc.).
Due to the variations in the purpose and approach, these surveys have yielded varying methods
of EHR adoption measurement. In particular, no single approach yields a reliable and robust
long-term indicator of the adoption of interoperable EHRs that could be used for (1) bench
marking progress towards meeting the President’s EHR goal and (2) informing Federal policy
decisions that would catalyze progress towards reaching this goal. Therefore, the National
Coordinator is issuing a contract for an EHR measurement initiative to more accurately and
consistently measure EHR adoption and thus progress toward meeting President’s goal of wide
spread adoption of EHRs in 10 years.
Conclusion
Thank you for the opportunity to present this summary of the activities of the Office of the
National Coordinator for Health Information Technology. A year ago, the President created this
position by Executive Order. In that time, we have established the clinical, business and
technical foundations for the HHS health IT strategy. Now, we have begun to execute key
actions that will give us real, tangible progress toward that goal.
HHS, under Secretary Michael Leavitt’s leadership, is giving the highest priority to fulfilling the
President’s commitment to promote widespread adoption of interoperable electronic health
records - and, it is a privilege to be a part of this transformation.
Chairman, this concludes my prepared statement. I would be delighted to answer any questions
that you or the Members of the Committee may have.
Last Revised: October 14, 2005
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