Thursday, July 9, 2026

< + > OntarioMD on Practical AI and the Reality of Data Standards

The healthcare industry is finally moving past the hype of artificial intelligence and the hope of data standards. Leaders are no longer questioning the benefits of either, but they are searching for how to deploy both in ways that do not disrupt clinical care or increase the burden on staff.

While attending eHealth26, I sat down with Aidan Lee and Matt Leduc, both Executive Directors at OntarioMD, to discuss their respective sessions on data standards and deploying AI midstream into established workflows.

Key Takeaways from OntarioMD at eHealth26

  • Standards need practical translation. Creating a healthcare data standard is only the first step. Vendors need active support to incorporate and activate those standards within their solutions
  • AI requires governance. Integrating AI into healthcare operations requires careful consideration of privacy, security, patient safety, and clinical workload. Cross-functional governance is needed.
  • Technology cannot ignore human factors. A successful AI rollout depends heavily on understanding the direct impact on a clinician’s daily workload rather than just the software capabilities.

Translating Data Healthcare Standards for Vendors

Establishing Pan-Canadian Health Standards (like CACDI) is a massive achievement, but those standards sit idle if electronic medical record vendors do not know how to implement them. Organizations like OntarioMD bridge that gap by partnering with agencies like CIHI to provide actionable guidance to the marketplace.

“Vendors always ask, ‘What do we do with these [standards]?’ and this is where Ontario MD’s approach and history will benefit the EMR community,” Lee explained.

Building AI with Governance

When OntarioMD introduced an artificial intelligence tool to extract information from hospital and radiology reports within their Health Report Manager (HRM) system, privacy was a priority. That was by design.

“You need to have the right controls in place. Introducing artificial intelligence is something that has to do that in a constrained way,” Leduc noted.

The OntarioMD hopes their approach will serve as an example to others – that AI is not to be feared but does need to be respected.

Prioritizing Human Factors in AI

The initial expectation for clinical AI was that it would instantly reduce physician workloads and replace human effort. In practice, inserting immature AI into an established workflow can easily backfire if the deployment fails to adapt to the reality of human behavior.

“It really is all about the human factors around the way you’ve introduced AI,” Leduc observed.

Ultimately, AI is simply a tool to handle heavy data processing so doctors can focus on the human elements of care they do best. Lee agreed, adding that AI is “giving physicians ‘superpowers’ in some cases.

Questions Healthcare IT Leaders are Asking

Why do vendors struggle to adopt new data standards?
Standards are often highly technical and disconnected from the daily realities of software development. Vendors require practical guidance and partnership to understand how to build these standards into their existing architectures in a way that benefits clinicians.

How should organizations evaluate the privacy risks of clinical AI?
Leaders must treat AI tools with the same strict governance applied to any clinical system. Organizations must ensure that any AI vendor operates within a constrained environment where patient data is isolated and protected from external model training.

Learn more about OntarioMD at https://www.ontariomd.ca/

Listen and subscribe to the Healthcare IT Today Interviews Podcast to hear all the latest insights from experts in healthcare IT.

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Tell us what you think. Contact us here or on Twitter at @hcitoday. And if you’re interested in advertising with us, check out our various advertising packages and request our Media Kit.



< + > The 2026 EHR Market is Cooling as Leaders Pivot to AI

Hospitals are terrified of switching their electronic health record (EHR) systems. The massive capital costs, multi-year timelines, and disrupted clinical workflows mean most healthcare organizations are putting a pin in their migration plans. Instead, they are keeping their current systems and shifting their budgets toward AI solutions.

To get the inside scoop on these changing market dynamics, I sat down with Paul Warburton, Senior Market Research Analyst at KLAS Research, to unpack the findings from their latest US Acute Care EHR Market Share Report.

Key Takeaways on the EHR Market from KLAS’s Paul Warburton

  1. EHR buying decisions have cooled significantly as major health systems pause large migrations to focus on shorter-term AI pilots.
  2. Epic is capturing smaller hospitals through its Community Connect program, driven by local data exchange needs rather than software features.
  3. Short-term thinking is dominating IT budgets, with a massive rise in six-month pilots and month-to-month vendor contracts.

Highlights from the KLAS Research US Acute Care EHR Market Share 2026

  • 0 “Whale” EHR Decisions in 2025. KLAS tracked zero large health system migrations during the past year. “The whole market overall at a macro level is in a bit of a holding pattern,” Warburton noted. Leaders are betting that emerging AI can patch their current IT stack issues over the next 12 to 24 months, delaying the need for a full rip and replace of their EHR infrastructure.
  • 1 to 2 Hospital Systems are Driving Epic’s Growth. Epic still had a big year, but the wins came from small community hospitals extending existing local networks. “It was a big year for Epic’s Community Connect approach,” Warburton said. Local data coordination and heavy pushback from shared physicians drove these decisions, not necessarily software functionality.
  • $350 Billion in RCM Waste is a Focus. Financial pressure is forcing organizations to prioritize survival over large IT projects. Organizations are demanding immediate payback which has put a focus on revenue cycle management technology and relief – especially related to prior authorizations and denials management.

 Questions Healthcare IT Leaders are Asking

 Why are EHR satisfaction scores dropping for Oracle Health? The decline in ratings is a communication issue rather than a technology problem. Oracle is developing a promising AI-driven interaction layer that sits on top of existing architecture to prevent a full rip and replace. However, they have struggled to communicate this roadmap to their broader community base, leaving mid-market customers frustrated.

Is Meditech holding onto its current customer base? Yes. While Meditech is losing overall market share, it is successfully migrating its existing base to its cloud-based Expanse platform. This cloud migration simplifies infrastructure updates and allows hospitals to adopt a flexible, best-of-breed approach to AI integrations with third-party partners.

Learn more about KLAS Research at https://engage.klasresearch.com/

Listen and subscribe to the Healthcare IT Today Interviews Podcast to hear all the latest insights from experts in healthcare IT.

And for an exclusive look at our top stories, subscribe to our newsletter and YouTube.

Tell us what you think. Contact us here or on Twitter at @hcitoday. And if you’re interested in advertising with us, check out our various advertising packages and request our Media Kit.



< + > The Strategic Value of a Patient Portal Service Desk

The following is a guest article by Chris Durham, Corporate Vice President, Service Desk at HCTec

As healthcare organizations continue their digital transformation journey, patient portals have become essential tools for engaging patients, improving access to care, and supporting self-service healthcare management. However, the success of a patient portal stems from more than the technology itself. It also relies heavily on the support structure that enables patients to effectively utilize these digital tools.

A dedicated Patient Portal Service Desk serves as a critical bridge between patients and healthcare technology. By providing specialized support for account access, navigation, technical troubleshooting, and patient education, a Patient Portal Service Desk drives higher patient satisfaction, increases portal adoption, reduces operational costs, and improves overall healthcare delivery.

The Patient Portal Is Healthcare’s Digital Front Door

Today’s patients have come to expect healthcare interactions that mirror the convenience and accessibility they experience in banking, retail, and travel industries. Increasingly, that means scheduling appointments, requesting prescription refills, sending messages to care teams, completing forms, and viewing medical records and lab results online in real-time.

For many health systems, the tried-and-true portal has become patients’ digital front door. It serves as the central hub for accessing information, communicating with providers, and otherwise managing what can often be a complex healthcare journey.

Data from the Office of the National Coordinator for Health IT (ONC) indicated that 65% of patients accessed their patient portal in 2024. That’s a significant jump from 25% in 2014 and 37% in 2019. A recent Journal of the American Medical Association (JAMA) paper found the volume of patient portal messages increased 153% from 2020 to 2025. One in 8 patients now regularly communicate with their provider using a portal or connected app.

Despite increased adoption, patients continue to encounter access barriers. They face problems activating accounts, logging in, or resetting passwords. They struggle to navigate a portal’s many menus or using an unfamiliar mobile app. Messaging and scheduling features aren’t always intuitive.

Without dedicated support resources, it won’t be long before patients get discouraged – and stop using the portal. That will increase call volume, decrease patient satisfaction, and stop any efforts to improve operational efficiency in their tracks.

A Dedicated Service Desk Is a Difference-Maker

That’s where the Patient Portal Service Desk enters the picture. Unlike representatives working in traditional IT help desks or contact centers, Patient Portal Service Desk agents are trained specifically to help patients use the health system’s digital tools and online healthcare resources.

The chart below highlights common functions of the Patient Portal Service Desk. This specialization allows for faster issue resolution – and a more positive patient experience.

Account Management ·         Password resets

·         Identity verification

·         Username recovery

·         Account unlocks

·         Activation assistance

Technical Support ·         Mobile application troubleshooting

·         Privacy and security requirements

·         Browser compatibility issues

·         Notification settings

·         Authentication support

Patient Education ·         Digital engagement best practices

·         Appointment scheduling guidance

·         Secure messaging instruction

·         Portal functionality and navigation assistance

·         Bill payment assistance

·         Proxy account setup

Escalation Management ·         Workflow issue identification

·         Technical issue escalation

·         Coordination with application and support teams

A Positive Impact on Patient Satisfaction

Patient satisfaction is increasingly linked to digital convenience. When patients experience difficulties accessing healthcare information, frustration grows quickly. Delays in obtaining assistance can negatively impact perceptions of both technology and the health system itself. In fact, a recent Software Finder survey noted that 35% of patients would switch doctors because of “frustrating or outdated” digital tools.

Because the Patient Portal Service Desk focuses uniquely on supporting the patient’s experience with digital tools, it’s clearly linked to improved patient satisfaction. Healthcare organizations can expect to see:

  • Faster resolution times. Instead of being transferred among multiple departments, and explaining their problems several times, patients receive immediate assistance from specialists who understand portal workflows.
  • Reduced friction. With issues resolved quickly, patients quickly regain access to medical records, prescription information, appointment schedules, test results, and communication tools. Not having to wait for answers reduces friction and ensures patients are able to get what they need.
  • Increased portal use. Timely assistance helps organizations overcome adoption barriers such as access issues, technical difficulties, and limited knowledge of portal workflows. This leads to increased activation rates, higher log-in frequency, and more use of electronic communication.
  • Increased confidence. Readily available support helps patients become more comfortable using digital tools for patient engagement. Over time, their confidence grows. This can contribute to increased use of a portal’s self-service functionality, which helps cut down on inbound support requests and helps teams focus on more complex cases.
  • Enhanced patient loyalty. Positive digital experiences can have a similar impact as positive interactions with clinical staff. Not only can they strengthen trust with the organization; they also contribute to long-term patient retention.

Additional Financial and Operational Benefits

The positive impacts on patient satisfaction are certainly compelling reasons for investing in the Patient Portal Service Desk. But that’s not all: There are many opportunities for financial savings and operational improvements

Call Center Cost Savings

In the absence of dedicated support for portal use, patients may contact scheduling departments, the IT help desk, the front desk, or registration departments. While these teams are happy to help patients in need, they typically require more time to resolve patient portal problems simply because they don’t specialize in portal support.

A dedicated Patient Portal Service Desk centralizes this expertise and reduces call handling time. Plus, as patients get more comfortable using the portal, they’re increasingly able to resolve their own issues. This brings value to the organization, as digital self-service interactions cost substantially less than traditional phone-based, labor-intensive transactions with a provider office or the call center.

Reduced Administrative Burdens

The combination of staff shortages and ever-growing operational demands only creates more work for administrative staff. This has a downstream impact on patient care and clinical outcomes, as JAMA research has shown that overburdened and understaffed administrative teams are associated with a greater prevalence of provider burnout.

Having a Patient Portal Service Desk in place helps alleviate this pressure by reducing patients’ reliance on phone calls and in-person interactions for appointment scheduling, prescription refills, medical records requests, billing inquiries, payments, and more. Along with reducing administrative workloads, this improves patient convenience, as they’re able to complete straightforward tasks on their own.

Improved Provider and Staff Satisfaction

When patients struggle with portal access, provider offices often become the first point of contact. This creates additional workload for clinical staff who are ill-equipped to provide technical support and further contributes to burnout throughout the office.

A dedicated Patient Portal Service Desk reduces interruptions to clinical workflows, such as phone calls or other messages to provider offices. This improves efficiency and productivity for front-desk teams already juggling many responsibilities. It also allows clinical staff to spend more time taking care of patients – which is why they entered the industry in the first place.

Stronger Support for Value-Based Care

Evolving reimbursement models increasingly reward organization’s efforts to boost patient engagement, quality outcomes, and care coordination. Patient portals are directly tied to these efforts. They empower patients to actively participate in their care by accessing educational materials, completing questionnaires, monitoring chronic conditions, and communicating with care teams.

A Patient Portal Service Desk ensures patients can fully leverage these capabilities. As portal utilization increases in both scope and scale, health systems may see marked improvements in patient engagement metrics, preventive care plan compliance, and broader population health outcomes.

Getting Started With the Patient Portal Service Desk

Implementing a Patient Portal Service Desk doesn’t need to be a daunting task. Here are five recommendations for organizations looking to get started.

  1. Establish dedicated teams focused exclusively on patient portal support so the help desk, call center, and provider office are no longer burdened with this work.
  2. Offer assistance through phone, chat, email, SMS, and virtual support options, recognizing that patients have many preferences for learning and communicating.
  3. Develop robust portal workflows and creating documentation, as this will improve consistently and efficiency in both support and patient’s self-guided portal use.
  4. Align the Patient Portal Service Desk as a strategic patient engagement function – and core pillar of digital transformation – rather than another help desk offering.
  5. Use data to continuously optimize services and identify patient pain points. Focus on a range of Key Performance Indicators (KPIs) as outlined in the chart below.
Patient Experience Metrics Patient satisfaction scores

Net Promoter Score (NPS)

First-call resolution rate

Average speed to answer

Digital Adoption Metrics Patient portal activation rates

Monthly active users

Mobile application utilization

Self-service transaction volume

Financial Metrics Call deflection rates

Cost per contact reduction

Administrative labor savings

Return on digital investment

Operational Metrics Average handle time

Resolution time

Escalation rates

Service level achievement

More Than a Convenience – a Strategic Necessity

As healthcare continues its shift toward digital engagement and self-service care models, health systems that invest in dedicated patient portal support will be better positioned to enhance the patient experience, improve workforce efficiency, increase adoption of digital tools, and maximize the value of technology investments.

The Patient Portal Service Desk represents more than technical support. It also serves as a critical component of the health system’s digital front door and a key driver of patient-centered care. Organizations that prioritize portal support will not only improve operational performance but also strengthen patient relationships, increase loyalty, and position themselves for long-term success in an increasingly digital healthcare landscape.

About Chris Durham

Chris Durham is an accomplished operations executive with more than 25 years of experience leading customer support and service delivery organizations within healthcare IT and global technology environments. As Vice President of Service Desk Operations at HCTec, he oversees enterprise service desk strategy, operational performance, and team development initiatives designed to deliver exceptional client experiences at scale.

Chris brings deep expertise in optimizing service operations, improving customer satisfaction, and building resilient, high-performing teams. Before joining HCTec, he served as Senior Director of Customer Support at Medhost, where he led transformative initiatives to strengthen support delivery models and elevate the overall customer experience.

Earlier in his career, Chris spent 13 years with Dell Technologies in progressive operations leadership roles, managing complex service organizations and driving continuous improvement across global teams.

Throughout his career, Chris has demonstrated a consistent ability to develop future leaders, align operational strategy with business objectives, and implement performance-driven cultures that deliver measurable results. He is passionate about operational excellence, leadership development, and creating service organizations that serve as true strategic partners to their clients.

HCTec is a proud sponsor of Healthcare Scene



< + > Compliancy Group Acquires Healthicity | Belmont Medical Completes Acquisition of Arcos, Inc.

Check out today’s featured companies who have recently completed an M&A deal, and be sure to check out the full list of past healthcare IT M&A.


Compliancy Group Acquires Healthicity, Creating the Definitive Platform for Healthcare Compliance and Auditing

Two of the Most Trusted Names in Healthcare Compliance and Auditing are Now One, Bringing Every Element of a Complete Compliance Program into a Single Platform Ecosystem Serving More Than 3,000 Healthcare Organizations

Today marks a seminal moment for the healthcare compliance industry. Compliancy Group has acquired Healthicity, uniting two organizations that have independently spent more than two decades earning the trust of healthcare organizations across the country. The combined company will serve more than 3,000 healthcare organizations across the U.S. and select global markets. For the first time, customers can access the full breadth of compliance capabilities, including provider, coding, and documentation auditing, from a single trusted partner.

This is a logical and powerful step in Compliancy Group’s strategy: building the definitive platform for healthcare compliance programs. With the addition of Healthicity’s software and advisory services, we are immediately accelerating our ability to deliver best-in-class compliance and auditing services to a market that has long needed a unified, defensible, and modern approach.

Why This Acquisition, and Why Now

Healthcare compliance has never carried higher stakes. The regulatory environment has grown more complex, the consequences of failure have grown more severe, and the bar for what counts as a defensible program has risen sharply…

Full release here, originally announced June 17th, 2026.


Belmont Medical Completes Acquisition of Arcos, Inc.

Belmont Medical Technologies (Belmont), a leading provider of fluid-resuscitation and patient-temperature management solutions, today announced the acquisition of Arcos, Inc. (Arcos), headquartered in Missouri City, Texas.

Founded in 2009 by Dr. George Kramer and Chris Meador, Arcos offers proprietary software technology, including its proprietary Burn Navigator and BloodNav solutions.

BloodNav is an advanced Massive Transfusion Protocol (MTP) performance improvement tool designed to rapidly track blood products across all care settings while providing real-time visibility to blood banks through a centralized dashboard. The system calculates transfusion ratios and delivers customizable MTP prompts to support providers’ balanced resuscitation and other goals during MTP events. BloodNav also streamlines documentation workflows and offers seamless integration with electronic medical records (EMRs). BloodNav works alongside the Belmont Rapid Infuser to improve user experience, reporting capabilities, and EMR integration.

Burn Navigator, meanwhile, is a resuscitation support software designed to assist healthcare professionals caring for adult and pediatric patients with severe burns. Since 2013, Burn Navigator has supported thousands of burn resuscitations at leading burn centers across the United States and internationally.

“This acquisition marks an important milestone in Belmont’s growth strategy, accelerating innovation and the company’s next phase of growth,” noted Belmont Chief Executive Officer, Brian Larkin…

Full release here, originally announced June 17th, 2026.



Wednesday, July 8, 2026

< + > Unlocking Capabilities in Revenue Cycle Management with Generative AI

AKASA focuses on the revenue cycle and on improving billing so that hospitals are fully paid for their services. Although the company has been doing this for quite a while before generative AI became feasible, CEO and Cofounder Malinka Walaliyadde has seen that LLMs “unlock capabilities in the revenue cycle that weren’t available before.”

In a recent interivew with Walaliyaadde, we talk about the emerging crisis in coding and billing. Walaliyadde says that the highly trained workforce is “aging out” and that providers can’t find new people fast enough to replace the ones who leave. At the same time, health care problems are growing, requiring more diagnoses and billing. This is a challenge for healthcare organizations where good revenue cycle management is the key to their financial success.

AI, therefore, when implemented properly can “capture the patient story” and improve an organization’s revenue despite all this added complexity.  Walaliyadde notes that the patient record now has an average of 60 documents and is 50,000 words long and so its no wonder that humans have a hard time coding it properly.  It’s the perfect opportunity for generative AI and LLMs though.

AKASA tunes their LLM for each institution in order to handle the particular needs and complexities of that provider. Some clients are having all hospital billing reviewed by the AI model, which Walaliyadde calls an “AI copilot.” But a human always reviews the results. Walaliyadde expects a human in the loop continuing to be important for certain types of work, while other types of work will progress to autopilot.

Check out our interview with Malinka Walaliyadde from AKASA to learn more about how they’re applying the latest generative AI and other technology to improve revenue cycle management efforts.

Learn more about AKASA: https://akasa.com/

Listen and subscribe to the Healthcare IT Today Interviews Podcast to hear all the latest insights from experts in healthcare IT.

And for an exclusive look at our top stories, subscribe to our newsletter and YouTube.

Tell us what you think. Contact us here or on Twitter at @hcitoday. And if you’re interested in advertising with us, check out our various advertising packages and request our Media Kit.

AKASA is a proud sponsor of Healthcare Scene.



< + > Beyond the Individual: A FHIR – Based Family Health Record (FHR) Framework – Closing the Gap Between Personal and Population Health

A New FHIR-Based Framework Proposes Treating the Household and Community – Not Just the Individual – as the Fundamental Unit of Healthcare

The following is a guest article by Saikrishna Kavali, Health Informatics at Sacred Heart University

Just imagine: it’s the summer of 2021, and COVID-19 is moving through your home one family member at a time. Despite taking every precaution – wearing masks, maintaining distance, constantly washing hands – the virus still spreads through the household in a domino-like sequence. It leaves you asking a frustrating question: if everyone followed the guidelines, why was the healthcare system unable to recognize or respond to the household itself as a connected risk environment?

Saikrishna Kavali, a health informatics researcher at Sacred Heart University, experienced this reality firsthand. But instead of viewing it as simple bad luck, he began examining a larger issue within healthcare technology: why can modern healthcare systems monitor individuals so effectively, yet fail to recognize the shared environments where disease transmission actually occurs? Why are family members treated as completely separate records inside disconnected systems when they share the same air, living space, routines, exposures, and daily interactions?

The problem extends far beyond COVID-19. Similar patterns emerge during influenza outbreaks, RSV surges, Hantavirus exposure events, foodborne illness clusters, and virtually every large-scale infectious disease emergency or future pandemic scenario. In many cases, the household becomes the first and most important transmission network, yet healthcare interoperability frameworks still lack a formal mechanism to model that relationship. Those questions ultimately became the foundation for the Family Health Record (FHR) – a Fast Healthcare Interoperability Resources (FHIR)-based interoperability framework designed to bring household-level intelligence into the core architecture of modern healthcare IT.

The Gap No One Talks About

Health IT has two well-established domains. On one end, you have individual Electronic Health Records (EHRs) – detailed, patient-by-patient records of diagnoses, medications, labs, and care plans. On the other end, you have population health systems: immunization registries, syndromic surveillance, community-level analytics. Somewhere in between sits a layer that informatics has largely ignored: the household.

The home is where disease spreads. It’s where chronic illness risk accumulates across generations. It’s where food gets bought, stress gets shared, and medications get stored (or left unsecured). And yet no standardized clinical infrastructure exists to treat the household as an actionable health entity.

I identified seven specific gap domains that the Family Health Record is designed to address – from intra-household infection transmission to cross-member medication safety, from shared social determinants of health (SDOH) to family-physician care coordination. Each gap is real, measurable, and currently unaddressed in mainstream health IT.

How the FHR Actually Works

The framework is built on HL7 FHIR R5 – the same standard that underlies modern EHR APIs and is mandated by the 21st Century Cures Act. Rather than replacing existing EHR systems, the FHR sits as an interoperability layer on top of them.

At its core is a “Household Group” FHIR profile, a defined resource that links co-resident family members through a shared entity. Think of it as an anchor that connects individual Patient resources through validated co-residence, family relationships, and shared clinical context. From there, several interconnected layers make the system work in practice:

Figure 1. The FHIR-Based Household Intelligence Framework — showing how data flows from individual clinical sources and wearable devices, through a FHIR integration layer, into a household intelligence engine that powers clinical decision support, family-centered care planning, and early warning systems

The architecture, illustrated above, organizes around three core tiers. At the bottom, data flows in from individual clinical records, wearables, household context, and SDOH sources. A FHIR-based integration layer normalizes and links that data through standardized resources including Patient, Group, Observation, MedicationStatement, and CarePlan. Above that sits the Household Intelligence Layer — where the real clinical value emerges.

That top layer includes five engines: A Cross-Member Risk Engine that propagates risk alerts across household members; a Family History Enrichment Engine that validates and updates longitudinal family history from actual clinical records; a Household SDOH Risk Scoring module; a Wearable Correlation Engine that detects patterns across multiple members’ sensor data; and an Infection Propagation Model for real-time within-household transmission monitoring.

Clinical applications sit at the top: Medication safety alerts, shared care planning, household-level population health insights, and early warning systems for infection spread. The system is designed to surface as CDS Hooks directly inside EHR workflows. So, physicians get household-level context without ever leaving their current tools.

An AI Layer Built for Real Privacy Concerns

Kavali’s framework doesn’t shy away from the analytics possibilities, but it also doesn’t gloss over the risks. The AI component uses a federated learning architecture: models train locally on de-identified household data without centralizing raw patient records anywhere. Only model weight updates, not the underlying data, move to an aggregation server.

This approach enables three major analytics pipelines: intra-household infectious disease transmission modelling, familial chronic disease risk stratification using genetic proxies and shared behavioral inputs, and household medication safety surveillance. Each output is represented as a standard FHIR resource – RiskAssessment, Communication, ServiceRequest – so it integrates naturally into existing workflows.

Consent governance is equally central. Every household member must individually consent, and that consent can be scoped by data category or recipient. Dynamic revocation cascades immediately through all linked records, with full audit trails.

Expert Perspective: Real Promise, Real Challenges

The framework has attracted attention from health IT practitioners who see genuine clinical value in the concept, and equally genuine implementation complexity.

Industrial experts, health IT practitioners, and FHIR specialists who reviewed the work offered substantive feedback that cuts to the heart of what will make or break real-world deployment:

FHIR Specialist’s feedback highlights an important reality in healthcare interoperability: the vision is powerful, but operationalizing it at scale is extremely complex. He’s essentially saying that connecting household-level intelligence across EHRs, wearable devices, care teams, and social risk systems would require far more than just a FHIR framework – it would demand enterprise-grade integration infrastructure, continuous data normalization, advanced terminology management, and scalable real-time analytics.

At the same time, his comments reinforce the strength of the idea itself. By suggesting expansion beyond households into workplaces, offices, and shared environments, he’s recognizing that the concept has the potential to evolve into a broader contextual interoperability model — one capable of redefining how healthcare understands transmission risk, environmental exposure, and coordinated care across connected human ecosystems.

In a deeper discussion, a few of the FHIR Interoperability specialists’ points touch on what practitioners know from hard experience: FHIR integration is never as clean as a diagram makes it look. Building and maintaining transformation pipelines for legacy HL7 v2 data, managing real-time wearable streams that don’t conform to event-driven architectures, and assembling the full CareTeam resource ecosystem are months-long efforts with long tails of ongoing maintenance.

His suggestion about expanding beyond households into workplaces, offices, shared kitchens, and clinical team pods is particularly interesting. The same architectural logic that applies to co-resident households applies equally well to any defined co-exposure environment. A restaurant kitchen crew tracking shared respiratory illness. A nursing home ward. A sports team. The FHR framework’s underlying Group-based model could theoretically support all of these with relatively modest profile extensions.

The Road Ahead: Four Phases to Real-World Impact

Kavali maps the FHR from concept to national implementation across four phases: a foundation phase (Years 1–2) to draft and ballot an HL7 Implementation Guide, a pilot phase (Years 2–3) deploying at academic family medicine practices, a scale phase (Years 3–4) activating AI pipelines and integrating with Electronic Health Records like Epic and Oracle Cerner, and a nationalization phase (Years 4–5+) pursuing HL7 normative ballot status and international adaptations.

He’s candid about the limitations: the framework is conceptual. The multi-patient SMART on FHIR authorization extension it depends on doesn’t fully exist yet. AI models will need simulated datasets before real household health records exist in sufficient volume to train on. And legal frameworks for household-level clinical decision support will require careful analysis before institutions can adopt them.

But the regulatory infrastructure – the 21st Century Cures Act, SMART on FHIR, CARIN Blue Button, the Gravity SDOH IG – is already in place. The FHIR R5 resource model already supports the composition this framework requires. And the clinical need, as COVID illustrated in painful household-by-household detail, is undeniable.

Why This Matters for Healthcare IT

The FHR isn’t asking health IT to rebuild from scratch. It’s asking the field to look at what already exists from a different dimension – FHIR R5, CDS Hooks, consent frameworks, wearable data APIs – and connect them in a way no one has formally specified before.

That’s a harder problem than it sounds. As peer review makes clear, the complexity lives in the integration layer: the pipelines, the terminology services, the real-time data streams, the governance models. Getting that right will require collaboration across EHR vendors, standards bodies, payers, and care delivery organizations.

But the vision is worth pursuing. Family physicians have always known, intuitively, that their patients’ health is inseparable from the health of their households. It’s time the systems they work in started reflecting that reality.

About Saikrishna Kavali

Saikrishna Kavali is a health informatics researcher at Sacred Heart University in Fairfield, Connecticut. His work focuses on FHIR-based interoperability frameworks, family health informatics, and translational digital health.

Peer Review Note

The author gratefully acknowledges the substantive review comments by Interoperability Subject matter experts, Health IT Practitioners, and FHIR Specialists, whose critique on integration complexity, terminology requirements, and the potential application of this framework to non-household co-exposure environments meaningfully enriched this discussion.

Disclosure: The author declares no conflicts of interest. No external funding was received for this work.



< + > This Week’s Health IT Jobs – July 8, 2026

It can be very overwhelming scrolling through job board after job board in search of a position that fits your wants and needs. Let us take that stress away by finding a mix of great health IT jobs for you! We hope you enjoy this look at some of the health IT jobs we saw healthcare organizations trying to fill this week.

Here’s a quick look at some of the health IT jobs we found:

If none of these jobs fit your needs, be sure to check out our previous health IT job listings.

Do you have an open health IT position that you are looking to fill? Contact us here with a link to the open position and we’ll be happy to feature it in next week’s article at no charge!

*Note: These jobs are listed by Healthcare IT Today as a free service to the community. Healthcare IT Today does not endorse or vouch for the company or the job posting. We encourage anyone applying to these jobs to do their own due diligence.



< + > OntarioMD on Practical AI and the Reality of Data Standards

The healthcare industry is finally moving past the hype of artificial intelligence and the hope of data standards. Leaders are no longer que...