In my conversations at HIMSS a few weeks ago with providers and vendors, I heard more than a few references to user-friendly EMR design, easy-to-use dashboards and the bar that has been set so high by Apple and the iPad. I had a chance to chat with David Carleton, VP and CIO at Heritage Valley Health System in Pennsylvania, about the adoption of the iPad in the clinical setting, particularly with regard to EMRs. Carleton, with the assistance of dbMotion, helped a team of docs and IT staff at HVHS in Pennsylvania develop their own EMR iPad app.

In a nutshell, the internet Clinical Access Portal (iCAP) app organizes and harmonizes data captured and stored in various systems – including its Allscripts Enterprise ambulatory solution and its soon-to-be-completed Allscripts Sunrise Clinical Manager, as well as the ClinicalConnect HIE in western Pennsylvania – and delivers Continuity of Care Documents (CCDs) to HVHS providers via the tablet. Named to the 2012 Top 100 Integrated Healthcare Networks, HVHS seems to be placing a high priority on enabling its facilities to be truly interoperable with one another. It made sense to me that the hospital would want to better enable its physicians with a handy iPad app, but I wondered why they took the in-house development route.

Carleton explained to me that one of the reasons was physician buy-in. (You can view more of our chat in the video below.) Apparently, the key to getting physicians to adopt and consistently use the tablet and app was to have them on board from the very beginning. Involvement in the design process let them have a say as to what would best fit their workflows.

With the release of the iPad 3, the details of which were announced yesterday, I’m willing to bet we’ll see an up tick in clinical interest in the iPad and a corresponding surge in app development – in-house or otherwise.

Are you aware of other facilities getting into the EMR app game? Please share the details in the comments below.

I came across a recent article about an initiative between the Health Resources and Services Administration (HRSA) and the US Dept. of Labor to “train students at community and technical colleges for health IT jobs at hospitals and clinics in rural areas.”

The struggle for rural healthcare facilities to find qualified candidates – in healthcare IT or otherwise – has been well-documented, as has the struggle that healthcare IT students face when it comes time to find a job. Prospective vendor employers typically require that job candidates have experience working with their systems, yet few make those systems available to academic institutions via internships or technology donations.

The rural health IT training program highlights specific objectives that I think would apply to health IT workforce development in any area:

• Reach out to potential workers and employers to inform them about career pathways in health information management and technology
• Support employers in educating potential health IT workers, which would include current staff that need training and newly recruited staff
• Support employers in staffing health IT positions

This disconnect between academia, graduates and employers is one that I think all healthcare IT education programs are facing, no matter what area their students will eventually end up working in. Another of which I was recently made aware is the lack of communication between academic institutions and the employer community. There are several schools in my home state of Georgia that currently have HIT programs in place, but the surrounding business community is not aware some of them exist, and therefore completely overlook graduating classes full of job candidates.

The Technology Association of Georgia’s (TAG’s) Health Society is working with several area schools including Georgia Tech, Georgia Perimeter and Southern Polytechnic to help bridge this gap, and hopes to bring graduates and employers together at its HIT Job Fair on March 23rd.

In talking about the upcoming event with Deleise Lindsay, Founder and Principal of Well-Change Group and a member of TAG Health’s Board of Directors, she explained that not only do we need to make HIT job candidates and employers aware of each other, and ensure that graduates have proper training on software systems, but we must also equip them with the necessary professional skills that will make their transition into HIT that much quicker.

She highlighted three main challenges that academia and business currently face:

• Building awareness of HIT job opportunities
• Determining who is a viable candidate for these types of jobs – typically folks with clinical or IT backgrounds
• Educating graduates on how to market themselves by equipping them with resume-building and networking skills

I’d love to hear from readers – job candidates, recent hires or employers – as to what you believe the secret to job hiring success is, and how you would recommend academia and employers work together to clear up this mystery.

By now, I’m sure everyone has formed an impression of the HIMSS12 show. Whether you are here in Vegas, or playing along from the comfort of your office, I’m sure there’s been enough coverage for most folks to form an opinion about the events going on in Sin City.

I’ve come away with a number of opinions about the show, the organization, the healthcare industry in general, and several people in particular. I’ll share just one, brief observation with you, and not bore you for too long with an opinion you may have already read 10 times in other places (and that you also may not agree with).

The theme or “buzzword” that has resonated the most with me at this particular HIMSS has been Delay. I’ve written about healthcare’s delay before, and am seeing it as a constant topic of discussion on the show floor. Whether it’s the excruciatingly long taxi queue I waited in upon arrival, the HHS’ decision to cave and delay ICD-10; the waiting, waiting, waiting for the release of Stage 2 Meaningful Use requirements; the chatter around if and when healthcare reform will be repealed; or the even more excruciating pace of trying to find any kind of connectivity at the show itself in order to make a phone call, send a text or type a tweet; it seems like the industry has decided to embrace a snail’s pace.

Now, this probably isn’t news to anyone who has worked in the industry for some amount of time. Having only been in it myself for two or three years, I am slowly coming to the realization that as much as some of the younger, start-up whipper snappers would have us believe, healthcare reform in the largest sense of the word is not going to happen overnight. There’s politics to wade through, organizational and cultural obstacles to overcome, and let’s not forget that creating and developing new healthcare IT solutions takes time. Quality outcomes can’t be improved overnight – it takes time to implement, train and adapt to new solutions, whether they’re technological in nature or not.

I heard someone at the Dell Think Tank at HIMSS12 refer to healthcare reform as being as slow as molasses, and that’s an apt description. As Americans, most of us have a mentality of “We want it and we want it now and it’s got to be perfect when we get it because we’ll settle for nothing less.” Especially where healthcare is concerned, we’ve definitely acquired a feeling of entitlement. We want the best, quickest, cheapest healthcare money can buy. And it just doesn’t work that way.

Sure, we need to be patient. That’s a given. As Dr. Farzad Mostashari said in his HIMSS12 keynote, “Change takes time.” But for many – be they the underserved, underinsured, or under-treated, time is a precious commodity. Healthcare needs to pick up its pace so that patients don’t get left out in the cold.

Valentine’s Day may be behind us, but I still wonder how many providers would be willing to write love notes to their EHR vendors, especially with rumors swirling that CMS will release Meaningful Use Stage 2 requirements in the next few weeks. (John Moore at Chilmark Research is apparently taking bets via Twitter, if anyone’s interested in doing a bit of gambling in preparation for the big HIMSS event in Vegas next week. He predicts it will be the Friday after HIMSS. I think it might just make good fodder for Farzad Mostashari’s keynote next Thursday morning, as he has been vocal about delaying the start of Stage 2 until 2014.)

Whether they’re released during or after the show, I decided it would be a good idea to bone up on Stage 1 versus Stage 2, and how what may or may not be included in Stage 2 will lead providers to love (or hate) their systems all the more.

I fortunately came across a very well written and comprehensive (though not too long) report from CSC entitled “Moving Ahead with Stage 2 of Meaningful Use,” which provides a very clear-cut picture of the challenges providers found with Stage 1, and what they are likely to encounter as challenges in Stage 2. It’s a brief, informative read that I highly recommend folks take a look at before they head to HIMSS in just a few days.

My biggest take away from the report was that the providers surveyed had done very little in Stage 1 to engage patients and coordinate care, which is not surprising given that most were concentrating on getting their EHRs up and running in time to fully attest for Stage 1. Combine this with the fact that formal ACO rules weren’t released until late last year, and I can understand why engaging patients and coordinating care just wasn’t on the radar of most healthcare facilities.

But oh what a difference a few months can make! The CSC report notes “Stage 2 is coming soon and a full year of operational use of capabilities will be required (rather than three months for Stage 1). Waiting until the final rule is issued to start moving is simply not an option.

“Now is the time for organizations to work in earnest to build capabilities to engage patients, coordinate care and electronically report on quality.”

And finally, the report notes that:

Three essential areas where organizations need to start now are:

1. Providing patients with access to their health information electronically through patient portals or directly from EHR systems.
2. Electronic capture of physician notes, including diagnosis and treatment, plus rationale for excluding patients from treatment recommendations.
3. Exchange of patient information at transitions in care.

I’d be interested to hear from our readers that have successfully attested for Stage 1 how they view these predictions for Stage 2. Are they manageable? Do they fit with your organization’s current strategy? Please share your thoughts in the comments below.

I’ve been inundated with two things as of late – HIMSS12 planning and all things business intelligence. I’ve spent the last few weeks helping prepare the Porter Research team for a webinar on providers’ perceptions of business intelligence, which I’m sure will be a big theme at HIMSS. As I’ve been looking over data from the latest Porter Research survey on BI, I’ve realized that providers know they need it but many aren’t quite sure how to define it, what they need out of it, how to implement it, or how to go about making it meaningful for their organization’s particular needs. And vendors in the healthcare space seem to be (or so I thought) just getting into the game of developing these sorts of tools – be they on a departmental or enterprise level.

Micky Tripathi, President and CEO of the Massachusetts eHealth Collaborative (MAeHC) – a nonprofit healthcare IT advisory and consultancy firm – alerted me to an interesting business intelligence tool called popHealth during my recent interview with him for a Porter Research feature on that state’s developing health information exchange. The MAeHC team, which includes among its services the MAeHC Quality Data Center, will be part of the Interoperability Showcase at HIMSS12, and will help to highlight the functionality and accuracy of the popHealth tool.

“popHealth was originally created as an open-source quality measurement tool by the Primary Care Information Project in New York City,” explained Tripathi, “which was headed at the time by Dr. Farzad Mostashari. Now that he’s the national coordinator for health IT, he’s been promoting it at a national level as a free, open-source tool that any organization in the country can use to send their clinical data to and get Meaningful Use clinical quality measures out of.”

Since then, the ONC has contracted with the Mitre Corporation to further develop the platform for a national user base.

You can of course check out the popHealth website for more info, but in a nutshell, the tool is “an open source reference implementation software service that automates the reporting of Meaningful Use quality measures. popHealth integrates with a healthcare provider’s electronic health record (EHR) system using continuity of care records. popHealth streamlines the automated generation of summary quality measure reports on the provider’s patient population.

“popHealth supports healthcare providers and EHR vendors by reporting clinical quality measures from electronic health record continuity of care files. Providers are empowered to better understand, and analyze the health of their patient population, and meet Meaningful Use reporting objectives, through reports of clinical quality measures. EHR vendors and healthcare providers are free to download, use, and integrate the popHealth software in their systems.”

The popHealth team will at HIMSS also to announce the winner of their tool development challenge. Announced last fall, the competition challenges participants to “develop an application that leverages the popHealth open source framework, existing functionality, standards and sample datasets to improve patient care and provide greater insight into patient populations.”

As the need for business intelligence tools and demand for open source solutions grow, I’ll be interested to see if popHealth ushers in a new era of reporting – one that everyone can take advantage of thanks to its non-existent price tag.

Recent news that Kaiser Permanente has made its patients’ electronic health records available via mobile devices comes as no surprise. Kaiser often seems to be at the forefront of interoperability and coordinated care, in large part due to its integrated nature and sheer volume of patients. As the company’s press release mentions, it maintains the “largest electronic medical records system in the world.” Now, 9 million of its patients can view their EHRs via a mobile site or Android app, with an iPhone app expected to launch in the near future.

On a macro level, I think this is a great step towards further empowering patients to take control of their health. By giving 9 million folks instant access to their own health information, I’d like to think that this will in turn prompt their friends and relations to ask, “Why doesn’t my doctor do that? What benefits am I missing out on?” And perhaps these same folks will then have a conversation with their provider about adopting this type of mobile access.

I’d be interested to see six months to a year from now, statistics comparing use of the mobile app/site to use of the tools found on the traditional website. Will Kaiser see a tremendous increase in the amount of emails between doctors and patients via its mobile apps? Are its doctors prepared for the potential onslaught of correspondence? I wonder if a few have balked at the possibility of being overrun by emails from particularly communicative patients.

Will they be able to tie these usage statistics to a jump in quality outcomes? Will mobile access ultimately become a criteria measured within accountable care models or patient-centered medical homes? Will mobile health truly equal better health?

On a micro level, I would certainly appreciate the effectiveness of access like this, which includes the ability to view lab results, diagnostic information, order prescription refills and the aforementioned email access to doctors. I can’t tell you how many times I’ve been on the phone with a pediatric advice nurse and drawn a blank when asked what my child’s current weight might be. It would be nice to be able to quickly pull that data up on my cell phone, especially while we’re on the go or out of town. I could eventually see patient charting apps being layered on top of this, so that in the event of a high, overnight fever, I could log temperatures via the mobile app and review them with our pediatrician – possibly alerted every time a new temp or symptom is entered – the next morning.

The possibilities seem endless. I think the big goal for Kaiser now is to get folks engaged and using these new access points.

One thing that I love about this industry is its willingness to collaborate, and I’m not just talking about collaborative care. I’m talking about healthcare IT’s propensity to brainstorm new ideas as the drop of a hat. Put two HIT folks – be they physician, vendor or blogger – in a room, and 20 minutes later you’re going to have a new idea related to care delivery, product development or possible partnership on your hands. It gets even more prolific when editorially minded marketing folks like me are added to the mix.

I’ve been pleasantly surprised at how even blogs can foster this sort of collaboration. Last month in “Finding an EMR Job Champion,” I chatted with Rich Wicker, HIMS Director at Shore Memorial Hospital in New Jersey, about how this industry can best align recent graduates of HIT certification programs with training and jobs. Some of you may have noticed several comments left on that post by Sean McPhillips, a man of many hats. He is currently an adjunct instructor at Cincinnati State – a community college in the HITECH College Consortia; project manager at the Kentucky Regional Extension Center; and creator of the HITECHWorkforce.com, a free resource to help students enter the HIT work environment.

In his comments, he advocates for a mentor-protégé program: “Students still need some more help finding jobs. What I think needs to happen is a “Mentor/Protégé” model. That is, pairing students with industry professionals who can mentor them into the industry. I’ve passively done that…to success. I think that will work.” He later followed up with the news that he hopes to work with HIMSS, which is developing a similar program, to get this model off the ground.

I recently had the opportunity to speak with McPhillips a bit more about his idea. I was eager to find out just how he plans to jumpstart it:

It seems as if you’ve been kicking this idea around for a while. How did it come about?
Being with the extension center, I’ve mentored a handful of people along the way, and I think there needs to be a more structured process so that students coming out of these [HITECH College Consortia] programs who want to be mentored have a place to go, they know how to get and stay engaged in the process. I think that there is with HIMSS, but I don’t think it’s really been tightly coupled with the workforce development program.

When I spoke with Helen Figge, Senior Director of Career Services at HIMSS, she was really excited to talk with me, and pointed me to HIMSS’ career development page to look around and see what they have out there. I’m thinking of how we can connect [what they’re already doing] into the workforce development program within the overall HITECH project structure, so that we can connect students who come out of these programs with their local HIMSS chapter, which could then pair them up with a mentor that’s in their region. That’s what’s really missing. That’s what’s really necessary to get people plugged into this profession – especially if they’re coming from outside of this profession.

HIMSS does not already have some sort of relationship with the college consortia?
They kind of do, but I don’t think it’s really tightly coupled. I think HIMSS recognizes this, so they’ve been developing their career development program. They’re near completion of a new, entry-level certification called the CSHIMS certification. That is something where you don’t need to have a whole lot of experience in health information technology, but you need to demonstrate some degree of knowledge in subject matter to obtain that certification. That might be a good way to help these students take the next step into the profession, when they’re looking to get a job. That could be part of the whole mentorship program concept.

Isn’t there a double-edged sword to it financially? Wouldn’t students have to become paying members of HIMSS, and then would they have to pay for certification? If they’re looking for jobs, finances might be tighter than usual.
That’s a great point. The question is, what are the costs associated with certification and becoming a member. There is a student membership discount. There’s a cost to certification, obviously, so these are things that are to be considered. That has not escaped me, so that’s going to be part of my brainstorming session. I’m going to meet up with them in Vegas when I go out to HIMSS.

One of the things I want to be able to do is make this attractive for people, particularly students, and if they have to lay out $500 or $1,000, and they’re already unemployed or they’re financially strapped, it becomes not just a double-edged sword, it becomes a disincentive.

I wonder if the vendors couldn’t get involved and offer scholarships.
It’s funny that you mention scholarships because that might be something the local HIMSS chapters can do. I know the Ohio HIMSS chapter used to do a $1,000 scholarship every year for students. So this might be something that the boards or the individual chapters could subsidize.

If you’re in the HITECH workforce development program, maybe HIMSS would be willing to waive membership for one year. That might be something they may be interested in doing.

This is part of the whole brainstorming session that I’m going to try to have over the next month or so. I’ll vet this through HIMSS over the next couple of weeks and hopefully we’ll come up with a good strategy by the end of February. And then we’ll start piloting it in the March timeframe.

I hope to run into McPhillips in Vegas to see how his chat with the HIMSS career development folks is coming along. It’s nice to know that one industry insider’s idea, and subsequent blog comments, might actually create job opportunity in the industry.

I’m not a big fan of reality shows, especially those that involve contestants singing, telling jokes, dancing, or anything else that could potentially result in public humiliation. I’m in the minority, of course, as this style of television programming shows no sign of abating anytime soon. It’s a worldwide epidemic, in my opinion.

I am a fan of creative marketing – applying concepts traditionally associated with one particular medium (like television) to something entirely different (like healthcare). Needless to say, the Big Break job recruitment program – you could also call them auditions – intrigued me.

In a nutshell, pre-screened candidates take part in a one-day audition process put on by recruitment firm Intellect Resources and participating hospitals. Candidates then compete to become trainers and instruct staff on the use of the sponsoring hospital’s electronic medical record system or related healthcare IT system.

Seems like a slam-dunk concept, in my opinion. Those who are unemployed get a job within their community, and also get a taste of what that popular 15 minutes of fame is like. Did I mention that candidates go through video interviews and public presentations during the daylong process?

I recently chatted with Tiffany Crenshaw, President and CEO of sponsoring organization Intellect Resources, about how the program came about and the impact it has had on its participants’ lives (and go-lives).

How did the Big Break come about?
Tiffany Crenshaw: The Big Break spawned out of a project we were working on at Mt. Sinai Hospital last year. Last fall, they were getting ready for their Epic training and called me in a panic. They were expecting to get 90 to 100 trainers, and were going to use nurses, but realized at the last minute that wasn’t a viable idea. So they called us and said, “We have to do something now – we have no budget and we have no time. And we want to do some sort of done-in-a-day type audition. What can you do?”

So we said this is right up our alley. We created a really cool event – it was at the big Marriott Marquis in Times Square. We had around 500 contestants, and they all went through a timed audition process – stressful for them, but it was still fun.

They had to go through seed interviews and get in front of cameras. They had to get in front of a boardroom of judges and do presentations. At the end of the day, we ended up with 100 trainers that worked at Mt. Sinai to help roll out the hospital’s Epic training and go-live.

So that’s really the model of Big Break. We created it as a solution for Mt. Sinai, and now other folks are getting the word about it. Ochsner Health System is our next one. We’ve got the Big Break event for them in just a couple of weeks (January 21).

Did they reach out to you?
A consultant and dear friend of mine that was actually helping them with their system selection and project planning for their Epic implementation recommended this business model, and brought us in as the vendor to run this product for them. So yes, they did reach out to us, but it was really a consultant that made it happen.

Are you an all-Epic recruiting firm?
At the moment, that’s just about all we’re doing. Through the years, we’ve worked with many other products – with McKesson, Cerner, Siemens. The demand right now is Epic, so by default we’re doing all Epic. That’s just where the demand is, and so that’s where we’re spending our time.

How have you seen this type of program impact sponsoring hospitals and surrounding communities?
We think it’s a business model that works very well for hospitals. It’s a very low-cost way to get good resources. It’s also a good marketing opportunity for them to promote the fact they’re installing an electronic health record to the benefit of their patients, and it’s a great way for them to reinvest in their own community.

At Ochsner, the idea is that this is really for the New Orleans community. They don’t like to hire outside consultants. They really want to empower and revitalize their own community.

Many of the folks that we worked with at Mt. Sinai have gone on to work at other places. Big Break was really their footprint in the door. The end result is that the consultants that come through with really good experiences.  Over 50 percent of them are now working in the industry. Mt. Sinai actually hired four full-time employees. There was a big project up in Rochester, N.Y., that a lot of the people went to after that first project. We redeployed probably 20 of them on several go-lives.

Is there an opportunity for this to work in other cities?
At our very first meeting with Ochsner’s project executive, we talked about the fact that there are several area hospitals in and around New Orleans gearing up for Epic implementations. Our original thought was, let’s do this together, but the go-live timeframes didn’t work.

It would make perfect sense if there were multiple hospitals that could do the event together, do the credentialing together, and then take people from a generic credentialing and deploy them to the individual hospitals to learn the individual builds. I think it’s a model that could be a really good collaboration.

I think one of the neatest things about Big Break is that this industry is so thin on the amount of really good resources that are out there. It’s a great way to breed new talent

You may have noticed several big businesses in the news recently capitulating to customer outrage over new and unnecessary (or completely gratuitous) fees. Bank of America made news in late 2011 when it tried to institute a $5 fee for any customer that wanted to use a debit card. Verizon made a similar move when it tried to put in place a $2 fee for payment made by phone or Web. (Really? You’re going to charge me to pay you?)

I’d even go so far as to lump Netflix’s blunderings in 2011 in with this group. First the price increase, and then the ultimately jettisoned decision to split the business into two product lines – one for DVDs and one for streaming. Though customer outrage wasn’t enough to derail the price increase, I can only assume the backlash had something to do with the decision to ultimately stay with one brand for both services.

As Erika Morphy wrote in a recent Forbes.com article, “It doesn’t take much to enrage consumers these days and while Verizon doesn’t fall in the ignominious category of [a] Wall Street bank, it doesn’t exactly engender fierce customer loyalty or devotion either, the way, for example, Apple does.”

She hit the nail on the head, in my opinion. No matter what your opinion of the Occupy Wall Street movement, I believe it has made the average US consumer more confident in their dealings with Big Business, more apt to cry foul when companies like Bank of America and Verizon try to pull more money out of people’s pockets just because they can. (I know I’m oversimplifying things here, and that these companies have seemingly valid reasons for these fees.) As any healthcare vendor will tell you, being in business is ultimately about the bottom line. So it stands to reason that Big Business will always want to get bigger.

To bring it back around to healthcare, I firmly believe that the customer’s newfound voice of “We’re not going to take it anymore” should be applied to healthcare. Consumers are patients and vice versa. At the end of the day, we all want the best care possible for the least amount of money and inconvenience. Let’s take these lessons learned in the traditionally consumer world and apply them to the patient experience.

Are you looking for a new family practitioner? Choose one that has high quality outcomes, has effectively been using an electronic medical record, is willing to explain the benefits of a homegrown personal health record, and is happy to coordinate care with your specialist two counties away. For that matter, you could make similar demands of your health insurance provider.

I know interoperability isn’t always at the top of our to do lists when it comes time to go to the doctor – often a sudden and unplanned event. If you find yourself being cared for by a doc that’s getting by with paper, become an advocate for change within that practice when the time is right.

It doesn’t hurt to start a dialogue. And as Big Business has shown us, using your voice can actually bring about better outcomes for all.

‘Tis the season to inject a bit of well-informed levity into my weekly blog post. For those of you who might stumble upon this week’s entry, I’m keeping things light.

My household is no stranger to the Occupy movement – whether it’s following the Occupy Wall Streeters in Zuccotti Park, similar protests around the country, or learning how the movement can be applied to healthcare, it’s been a topic of dinner conversation at our house for some time. In fact, my husband made his first trip to New York City a few months ago to take it all in for himself. Santa even brought him, ironically, an Occupy sweatshirt.

Though the movement seems to have died down – or least gone underground – I believe its principles should not be forgotten, especially when it comes to healthcare. I’d go so far as to say that is was one of the most impactful events/trends in 2011. It changed people’s way of thinking about our economy, our citizens, and what we believe we’re entitled to – whether that be multimillion dollar paychecks or socialized healthcare.

The #occupyhealthcare off-shoot is certainly a bit more underground, and not fully understood by some. There are several websites and tweet streams devoted to it, each with their own unique agenda. Whether you pass it off as a bunch of hippies in white coats and stethoscopes or not, I’ll tell you what the phrase means to me – the effort by those with a voice – big or small – to make quality healthcare accessible and affordable to all. I’ve seen first-hand what sort of assistance government healthcare programs can provide, and I’d like to think that everyone should at the very least have access to this sort of semi-funded care. The healthcare IT community certainly has its part to play in this effort, and fortunately we’re already seeing efforts made in this direction. I’d like to think that we’ll see more of this continue in 2012. Time will tell, of course.

So where’s the levity, you ask? Where’s the humor I promised? You know a movement has really “made” it when it becomes the subject of satire, or when active participants know how to have a good laugh at themselves. Take a look at the Occupy Sesame Street movement, or Occupy Lego Land. Who better to bring attention to financial gluttony on Wall Street than Cookie Monster?

If you happen to know of more humorous healthcare videos, please share them in the comments below. Let’s start off 2012 with a healthy dose of laughter. Happy New Year’s y’all.