TOP TECHNOLOGY innovations - Health Data...

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T O P T E C H N O L O G Y

i n n o v a t i o n s

Welcome to the 13th annual edition of Health Data Management’s Top Technology Innovations supplement.

The future of health care technology has inspired an endless supply of prognosticators and “experts” willing to share their predictions. This is not terribly surprising for a topic that has billions of dollars tied to it and will touch the lives of just about everyone. These experts run the gamut, from well meaning politicians in Washington touting health care technology adoption as the driving force to fund expanded health care coverage, to the flight attendant who recently spent quite a bit of time explaining why I should never agree to share my health records electronically with the federal government. Whether running for office or a trying to enlighten a passenger who just happened to be reading a copy of this publication, people are passionate about the future of health care IT.

Clearly, technology presents a great many benefits for our industry. Will it prove to be the silver bullet that some proclaim? Probably not, at least in the short term. But providers, payers and especially patients will all benefit from better technology systems and infrastructure. The important thing to remember is that this is a journey. Some are farther down the path than others, but we should all be heading in the same direction and mapping our courses now.

Not to take anything away from the politicians or my passionate flight attendant, but those are not the folks we asked about the future of technology innovation for this supplement. We turned to the true experts, the people who have worked in healthcare technology long before “stimulus” and “meaningful use” became part of our everyday vocabulary.

So I invite you to explore our supplement and hear from those who have spent their careers driving health care innovation on a daily basis. Hopefully their predictions will assist you in defining your path to the future.

Enjoy!Rob

Robert Whitaker Group Publisher Health Data Management

PuBlISHeRS leTTeR

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PuBlISHeRS leTTeR CoNTeNTS

c at e g o r y c o m pa n y

elsevier

Quammen

Allscripts

Kronos

Novarad

Greenway

The SSI Group, Inc.

CliniCal SuRvEillanCE & OutCOmE SOlutiOnS

COnSultantS

ElECtROniC HEaltH RECORdS

Human RESOuRCES/BEnEfitS adminiStRatiOn

PaCS/RadiOlOgy

PRaCtiCE managEmEnt

REvEnuE CyClE managEmEnt

BeyondNovelty:MAKING THe MoST of INNovATIve TeCHNoloGIeS



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Certainly, there are plenty of promising technologies that could transform the delivery of care. But for these technologies to actually affect change, health care organizations need to do their part as well.

In essence, hospitals and other care providers can’t expect to simply plug the technologies in – and start reaping benefits. Instead, they need to ensure that their clinicians and other staff members are ready to make the cultural and workflow changes that will ensure the successful adoption of innovative new tools.

The concept is one that sits at the center of the work being performed by the Center for IT Innovations in Health Care at The ohio State university Medical Center. The information technology incubator doesn’t merely develop technologies in a vacuum but instead casts its attention on getting organizations to adopt these novel tools as well.

“The technologies that we develop are not completely out of the box. They are just a little different than what is currently being used. So, 90% of the challenge is getting the technologies used in the real world,” says Philip Payne, Ph.D., co-executive director of the Center and an assistant professor of biomedical informatics.

The following are just some examples of the innovations that the group is working to implement:

cagrid is an open source grid software infrastructure aimed at enabling multi-institutional data sharing and analysis, supports a wide range of use cases in basic, translational and clinical research. While reusable across multiple domains, caGrid acts as the core grid middleware for the National Cancer Institute’s (NCI’s) Cancer Biomedical Informatics Grid (caBIG®). Key innovations in caGrid support large-scale, secure, semantically interoperable data sharing and analysis and enterprise tools and services for the development and management of grid services and applications. the translational Informatics and Data management grid

(trIaD), a domain agnostic extension of the caGrid initiative, enables interoperability and electronic data interchange be-tween disparate and geographically distributed institutional and community-based translational research data collection instruments, data repositories and analytical services. the Knowledge management Initiative facilitates semantic interoperability among administrative, basic science, clinical and research computing systems. using standard terminologies, this initiative is facilitating team science by allowing such disparate systems to seamlessly exchange information.

To take these innovations from ivory tower ideas to real world tools, however, requires working closely with organiza-tions to affect the change needed to successfully adopt the innovative technologies.

Beyond Novelty:maKIng the most of InnovatIve technologIes

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InnovatIon Is provIDIng the healthcareInDustry wIth lots of potentIal

“We spend a lot of time looking at the socio-cultural aspect associated with getting the technologies implemented. We have to assess how informatics can be used beneficially and how to reassess workflow,” Payne says.

Indeed, to successfully integrate innovative information technology tools in the healthcare environment, developers need to not only build technologies but also work closely with end users. Payne’s organizations crosses this chasm by zeroing in on cultural awareness and educational initiatives that specifically support the adoption of the new technologies. for example, developers work closely with end users to increase their comfort levels with the new technologies.

“We help healthcare workers examine their workflow so they can get the most out of the new technologies. New innovations might offer all kinds of potential but if front line clinicians are not comfortable with the technologies, then the benefits simply won’t materialize,” Payne says.

Certainly, Jennifer Ruzek liebermann, director of Kaiser Permanente’s health care innovation center, acknowledges the fact that organizational change is a key component to the successful adoption of innovative technologies In ‘How to Build Culture of Innovation from the Inside out’, an article posted to The Health Care Blog (www.thehealthcareblog.com), Ruzek lierbmann points out that it is vital to “create culture that enables innovation throughout an organization.” To do so requires following the National Health Service Institute for Innovation’s recommendations to create a culture that:

• Encourages risk taking by establishing a climate in which staff members feel comfortable trying out new ideas.

• Provides the financial, time, permission and autonomy resources that support the adoption of innovative tools.

• Enables access to knowledge in the form of “free-flowing information inside and outside your organization

on what’s effective, what is not effective, and what others are working on.”

• Defines aspirational goals that clearly delineate how innovative technologies will be used.

• Rewards and recognizing innovation.

• Encourages the development of relationships that serve to bring people together to holistically solve problems.

Certainly, with the $19 billion in incentive funds emanating from the American Recovery and Reinvestment Act, the health care industry, as a whole, is keenly tuned into the fact that the adoption of technologies – such as electronic health records systems – requires much more than flipping a switch.

As a matter of fact, healthcare leaders have named com-plying with “meaningful use” requirements of the Act as their number one priority, according to the 2010 HIMSS leadership Survey. So, instead of simply focusing on implementing a spe-cific type of technology, health care leaders are keenly focused on bringing about the organizational change that will enable them to optimize the use of electronic health records.

Meaningful use specifically requires that organizations leverage eHRs to capture health information; use health information for continuous quality improvement; and use integrated decision support functions to improve quality, safety and efficiency in real time.

“With these goals in place, vendors can no longer simply supply shrink-wrapped technology. Instead vendors need to work with healthcare organizations – develop advisory councils, conduct face-to-face meeting, hold regular teleconferences – to bring about the transformational change that will enable organizations to not only plug a system in but to achieve the meaningful use and clinical care improvements that are possible with electronic health records,” Payne says. n

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the challenge: healthcare organIzatIonsneeD to properly tap It

an Elsevier Company

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HDM6-2010 - spreadOutline.indd 3 6/22/2010 12:32:27 PM

one-sized ehrs Don’t fit all fueled by the ARRA HITeCH incentives and the critical

need for advanced clinical technologies, healthcare delivery systems of all sizes including community, rural and critical access hospitals are wondering if the timing is finally right to deploy eHRs. But a plethora of obstacles remain and are exasperated by a challenging economic environment. This is often further complicated in small-to mid-sized facilities by the significant resource limitations in IT, clinical informatics, and other departments. But perhaps the biggest obstacles of all are budget constraints that are limiting the scope and pace of virtually all implementations.

While vendors and large consulting firms try to scale down their traditional big eHR methodologies for smaller institutions, all too often the packaging, pricing and resource requirements remain beyond the reach of community hospitals. The traditional behemoth eHR implementation model is clearly out of step with the needs of today’s small-to mid-sized healthcare delivery systems.

It takes a new consultative platform Quammen Health Care Consultants uses a different

approach that takes a solutions orientation to eHR implementations. “We focus on modeling the current and future state of electronic records from the beginning of the implementation to insure a holistic and comprehensive design is conceived before system files are populated with data,” says Becky Quammen, Ceo Quammen Health Care Consultants. “This enables small-to mid-sized institutions, such as community hospitals, to move forward with their eHR projects in a pragmatic, cost-effective manner without the costly delays and inevitable rework caused in traditional software implementation methodologies where frequently the primary focus is on configuring the system without a full understanding of the final outcome.”

Quammen’s consultative platform for eHRs highly customizes electronic records solutions for each hospital’s environment so caregivers can use all available, necessary data and functionality at the point of care. our clients, from large health systems to community and rural hospitals, are

well positioned for maximum clinical and financial benefit from their electronic records projects because they carry out every step of their implementations with clear, concise project plans, committed to redesigning workflows and processes, under a governance structure that is accountable for each project task. This enables them to achieve their eHR goals quickly and comprehensively without the traditional missteps, broken operational processes and elongated timelines associated with these projects.

achieving a fully functioning community hospital ehr for community hospitals to create an affordable eHR,

they must think outside the box and carefully work through their key clinical and workflow issues. A comprehensive current and future state design provides the roadmap for the software implementation by asking and answering questions such as:

• Do our physicians, nurses and clinicians have All the information needed to make clinical decisions and provide care with uninterrupted workflow?

• Have we identified all of the information points in our operational clinical workflow and the various systems that support those information points?

• What is the minimum electronic data set needed to support and promote physician adoption of computerized physician order entry?

• Will our technology solutions help us achieve our clinical goals by bridging all the gaps in creating a comprehensive eHR?

Quammen Health Care Consultants is experienced in devising strategies that address immediate IT needs and creating blueprints on how to implement successful electronic records in a timely cost-effective manner. We

Right Sizing EHRs for Community Hospitals

“ the traditional behemoth ehr implementation model is clearly out of step with the needs of today’s mid to smaller sized healthcare delivery systems.”

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i n n o v a t i o n sc o n s u l t a n t s

advocate for our clients and help them avoid the pitfalls that often sidetrack eHR implementations such as financial and change management “pain points.”

a community hospital emr case study A 140 bed community hospital in the Midwest had no

centralized nursing station—and as a result had no way to support the traditional manual processes required to manage paper charts. A fully deployed computerized physician order entry solution seemed the only way to mitigate the workflow issues and provide the clinical team with easy access to electronic charts. Quammen Health Care Consultants:

• Defined the functionality required to support and drive physician adoption of CPoe in a fully electronic record environment

• Structured data for vitals, I&o, allergies, height and weight

• ensured interoperability with patient context and single sign-on

• Addressed a range of workflow considerations, including eliminating the use of traditional paper charts, ensuring timeliness of document imaging and support for bedside caregivers with access to a comprehensive eHR

employing Quammen models and methodologies, this project was completed within its fixed live date of seven months and on budget. While immensely challenging at all levels and for all involved, Quammen assisted this community hospital in realizing its clinical automation and workflow goals in time to move into its new facility. This project provides many proof statements and insights into what is possible when implementing an eHR.

how Quammen worksCapitalizing on what we have learned from our years

of industry engagements, Quammen has developed our eHR4® framework methodology that guides our work and drives progress in our engagements.

The eHR4 framework provides the guidance and methodology to insure an organization’s electronic health record design represents a comprehensive future state solution as opposed to the traditional software product implementation. •

Want to learn more about how Quammen Health Care Consultants works with community hospitals to right-size their eHR implementations and expedite their time to value?

contact us today at [email protected] and

we’ll send you our free white papers: “Critical Success factors in Implementing Your Community Hospital eHR” and “Realizing Clinical Automation and Workflow Goals In A Community Hospital.”

Quammen Health Care Consultants | 407.539.2015 | quammengroup.com

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The eHR4 framework methodology was developed by Quammen as a blueprint for resource deployment during eHR implementations. The framework is used to identify goods, measure progress, align processes enterprisewide and plan for future care improvements. The framework was designed on a basic premise: You accomplish what you measure.

about QuammenA full-service healthcare information system and business consultancy, Quammen Health Care Consultants offers planning, assessment and implementation services that support a wide range of hospital initiatives. Healthcare providers of all sizes rely on QHCC for high-level analysis, vendor selection, deployment and support of any healthcare system available today. from strategic advisory services to hands-on implementation, our experienced team helps health systems make the right choices, improve operations and works with you to achieve your clinical and business objectives.

Barbara Morris, M.D., Chief Medical officer of Community Care Physicians (CCP) in Albany, New York, was out running errands one recent Saturday when a call came in on her iPhone. The mother of a six-month-old was on the phone, concerned that her baby might have had a seizure. Putting the concerned mother on hold, Dr. Morris tapped a button on the iPhone to open an app, and within seconds was looking at the baby’s medical history stored in CCP’s electronic Health Record.

The record showed that the baby had a number of unusual health conditions. Dr. Morris quickly dictated a note on her phone, pushed a button and sent it along with the child’s patient summary to a nearby pediatric emergency Department. Armed with that information, physicians in the eD were able to determine that the child had not had a seizure, avoiding a series of invasive tests and sparing the worried mother several hours of needless worry.

Corey Asbell, PA-C, Chief Medical Information officer of Jefferson Healthcare in Port Townsend, Wash., received a similar call late one night while working from home. A six-year-old girl was complaining of a headache and leg pain. Her mother worried that she had contracted encephalitis brought on by lyme disease. This story also had a happy ending. Asbell used his BlackBerry to read the patient summary and to send it along with the child’s recent test results to the eD, where doctors were able to determine it wasn’t encephalitis, sparing the girl a painful spinal tap.

In both instances, the physicians used an application that provides mobile access to electronic health records via iPhone™, iPad™, iPod® Touch, BlackBerry® or Android® smartphones.

Called Allscripts Remote (www.allscripts.com/remote), the solution connects physicians to real-time patient summary information as well as their task lists and daily schedules.It is fully integrated with the physician’s Allscripts electronic records system, so any action they take is automatically documented in the patient record. Physicians can also dictate clinical notes, document calls and send messages through their smartphone.

The result: increased productivity, improved levels of care, and connectivity to critical patient data whenever and wherever they need it.

In an interview with Dr. Richard levine, President of Columbia university Medical Center’s faculty group practice and an Allscripts Remote user, forbes.com called the solution “an app that could change healthcare.”

Dr. Morris agrees. “Allscripts Remote makes every

aspect of my work more convenient for me and safer for my patients — and it adds a degree of fun to work I need to do when I’m away from the office,” said Dr. Morris. “I can check a summary of

the patient’s medical records as my phone dials their number, and it gives me clinical information and the ability to document the encounter, send a prescription if indicated, and e-fax a copy of the summary to an eR if needed — all with the push of a button. This is what physicians have been waiting for as it puts healthcare back in our hands.”

Remote Access to InformationHelps Doctors and Patients

“ allscripts remote makes every aspect of my work more convenient for me and safer for my patients.”

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i n n o v a t i o n se l e c t r o n I c h e a l t h r e c o r D s

Allscripts Remote, first released in April 2009, already is used by hundreds of physicians in more than 200 medical groups across the u.S. Physicians have used Allscripts Remote to help more than 15,000 patients, including sending hundreds to local emergency departments — a process that’s simple to accomplish with built-in map search and the ability to send the patient’s medical history along with physician notes to the eR via secure messaging or automated fax.

Having patient information at physicians’ fingertips is especially important in the clinical “danger zone” of speaking with patients in the middle of night while working on-call. In the past, physicians would use pen and paper to take notes during the conversations, review the information they had on hand and try to reach a clinical decision. Now when they take calls in the middle of the night, physicians

can use their smartphone to view the patient summary information in real time, while on the phone with the patient. finding the patient’s medical chart requires only that they sign into the system, authenticate themselves (a safeguard against someone stealing the device), and enter all or part of the patient’s name or phone number. The patient summary shows active medical problems, allergies, current medications and immunizations, social history and values from the most recent lab tests.

“Having that information on hand when a call comes in at 3 am is critical because it means I no longer waste precious time asking questions about recent treatments or prescriptions,” said larry R. Glazerman, MD, MBA, Associate Professor and Director of Minimally Invasive

Gynecologic Surgery in the Department of obstetrics and Gynecology at the university of South florida College of Medicine in Tampa. “With Remote, I can make many decisions immediately and everyone can go back to bed.”

Allscripts Remote has additional features that help get patients treated as quickly as possible. for example, the software automatically reminds physicians of the drugs that they typically prescribe for a specific diagnosis. Patients also appreciate that, before the prescription is transmitted, their doctor can access a list of their preferred pharmacies and choose the most convenient one. The solution even helps physicians increase their productivity during downtime.

While waiting for a plane, sitting in a coffee shop or even on vacation, physicians can chip away at administrative work by signing off on medication refill requests, reviewing and taking action on patient lab results, and handling incoming urgent items or recent email from patients.

“Practicing medicine is a big responsibility that requires a number of personal sacrifices,” said Dr. Glazerman. “Most of us are willing to sacrifice a little of our personal lives for the rewards of the job. But it is truly wonderful that Allscripts Remote lets me reclaim some of that personal time while also giving me the information I need when I need it to provide better care. That’s a win for everyone — doctors and patients.” •

Allscripts-Misys Healthcare Solutions, Inc. | 800.334.8534 | allscripts.com

“ with remote, I can make many decisions immediately and everyone can go back to bed.”

“ most of us are willing to sacrifice a little of our personal lives for the rewards of the job. But it is truly wonderful that allscripts remote lets me reclaim some of that personal time while also giving me the information I need when I need it to provide better care.”

“ allscripts remote makes every aspect of my work more convenient for me and safer for my patients.”

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Allscripts uses innovation technology to bring health to healthcare. More than 160,000 physicians, 800 hospitals and more than 8,000 post-acute and homecare organizations utilize Allscripts to improve the health of their patients and their bottom line.

each of our solutions is designed with you in mind and there has never been a better time to get started with an eHR because the HITeCH Act provides physicians an unprecedented opportunity to adopt electronic Health Records to improve the quality, safety and cost-effectiveness of healthcare in America. To learn more, visit www.allscripts.com

INTRODUCINGTHE NEXT

GENERATION OF

©2010 Kronos Incorporated

INSTANTLY REACHING HUNDREDS OF EMPLOYEES.

TIME & ATTENDANCE SCHEDULING ABSENCE MANAGEMENT HR & PAYROLL HIRING LABOR ANALYTICS

Visit kronos.com/wfsmobile for a free video introduction to the Kronos Workforce MobileTM Scheduler.

When you need to fi ll a shift, why waste hours calling each employee when you can text them all at once? Just one example of how Kronos workforce management products help reduce costs, improve productivity and minimize compliance risks.

And with Kronos you’ll always get unsurpassed depth and reliability, combined with solutions that are both easy to own and use. In fact, with thousands of installations in organizations of all sizes — including over 4,200 healthcare facilities — we’re proving workforce management doesn’t have to be so hard.

Bay Area Hospital, a licensed 172-bed acute-care regional medical facility, is the largest hospital on oregon’s coast.

Scheduling and managing its staff of 1,030 clinical and administrative employees using the hospital’s predominantly paper-based systems was challenging. HR relied on manual processes for applicant tracking, benefits administration, and training management. employee attendance and leave balances were tallied on separate spreadsheets in a time-consuming process that led to overly generous leave granting. Supervisors developing schedules had to keep clinical staff certification and licensing information in their heads and make scheduling changes with cross-outs and sticky notes.

frustrated by these inefficiencies, Bay Area Hospital leadership turned to Kronos® for Healthcare. The solution has helped Bay Area Hospital control labor costs, minimize compliance risk, improve workforce productivity, and deliver quality care.

automated processes help control labor costsusing Workforce HR™ to automate HR functions, the

hospital can track applicants and employee certifications, as well as provide employee self-service. All employees are hired through the solution’s online application process. Instead of distributing copies of paper applications and entering applicant data into multiple systems, the process is completely automated.

After an applicant is hired, the new employee’s information — including skills, certifications, and licensing — is instantly populated into the solution’s other modules, and they can be scheduled immediately. The integrated solution has allowed Bay Area Hospital to re-allocate one and a half full-time equivalents from the human resource and payroll departments and realize considerable labor cost savings, says Suzie McDaniel, director of HR and organizational development.

using Workforce Timekeeper™ and Workforce Scheduler™, managers are empowered with real-time labor cost data to better manage their units. With visibility into labor costs and their impact on unit costs, managers are trending missed breaks and reducing unnecessary overtime.

minimized compliance risk with reduced labor costsBay Area Hospital HR staff uses Workforce Absence

Manager™ to track leave for the oregon family leave Act in addition to fMlA, which has different eligibility requirements and balances. “The Kronos system saves so much time, from opening a leave case until it’s closed. Now I spend just three minutes per case versus 20 minutes before,” says Nanette Stevens, compensation and benefits coordinator.

In the past, rather than risk being out of compliance, the hospital granted more leave time than was required by law. using the automated Kronos solution, Bay Area Hospital estimates a savings of $70,000 annually through accurate management of leave balances as well as consistent application of leave time throughout the organization.

These Kronos for Healthcare solutions enable Bay Area Hospital to match employees with the right skills to each unit’s patient numbers and acuity — and to deliver quality care to patients every hour of the day.

Kronos helps Oregon hospital control labor costs and minimize compliance risk

Kronos Incorporated | 297 Billerica Rd., Chelmsford, MA 01824

Toll free: 800.225.1561 | fax: 978.367.5900

email: [email protected] | Web: kronos.com/healthcare

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i n n o v a t i o n sh u m a n r e s o u r c e / B e n e f I t s a D m I n I s t r a t I o n

© 2010, Kronos Incorporated. Kronos, and the Kronos logo are registered trademarks and Workforce Absence Manager, Workforce HR, Workforce Scheduler, and Workforce Timekeeper are trademarks

of Kronos Incorporated or a related company. All other product and company names are used for identification purposes only and may be the trademarks of their respective owners. All specifications are

subject to change. All rights reserved.

In today’s environment of increasing accountability and cost optimization, radiology centers are seeking ways to manage their capital expenses, their operational expenses, and achieve RoI for their investments.

When larry lempka, director of radiology at Campbell County Memorial Hospital evaluated a PACS for his 90-bed community and trauma hospital, his selection criteria included system functionality, scalability and affordable upfront cost as well as minimal continuing operational expenses.

located in Gillette, Wyo., the JCAHo-accredited hospital offers on-site radiology services including MRI, CT, mammography and nuclear medicine.

following an extensive review, NovaPACS by NovaRad Corporation was selected as the provider that had the system capabilities, an affordable price point, and a proven track record of delivering a return on investment.

affordability and roI“Within two months of the NovaPACS installation, return

on investment was evident,” said lempka. “Because of the pricing model we not only were saving nearly $140,000 on film and its related costs, but we saved the cost of purchasing equipment for the PACS and system software upgrades.”

Pricing for NovaPACS is based on a subscription model. In contrast to more traditional capital purchase model that requires a significant capital outlay or the Application Service Provider (ASP) model with a pay-per-exam fee structure, NovaRad’s subscription model uses the department’s annual image load to determine a low up-front fee combined with a fixed recurring monthly fee. everything is included—software, hardware, training, integration services and support.

“Choosing a system that had a small capital investment and a low monthly usage fee made sense for our hospital,” says lempka. “We wanted a solution that would work

NovaPACS — Delivering ROI At Campbell County Memorial Hospital

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i n n o v a t i o n sp a c s / r a D I o l o g y

paul shumway

vIce presIDent,

novaraD corporatIon

for us financially in the short term and the long term. NovaRad’s subscription model was ideal as we could avoid a large initial capital outlay, budget for the future and achieve a return for our investment - quickly.”

To ensure that the PACS will meet the needs of each individual facility, NovaRad customizes the system, software, and hardware to the needs of each radiology department. Its customers typically achieve a return on their NovaPACS investment within a year and most in fewer than six months. In addition, to help ensure value, it guarantees that its software and hardware will never become obsolete. Both the hardware and the software are updated with no additional charges.

NovaPACS is complete, fully-featured PACS that offers 3-D imaging, fast image retrieval and includes servers, viewers, on and off-site archives, prep and work stations. The system is developed to fit the imaging needs spanning small hospitals and large, multi-site hospitals or imaging center group.

Campbell County Memorial Hospital also is saving additionally by utilizing NovaRad’s off-site archiving. This is required under the HIPAA security regulations and helps the facility meet some of the more expensive and challenging requirements for data protection.

In addition to the tangible savings on film and processing costs, Campbell County Memorial is realizing additional returns from its PACS installation including:

• Improved workflow processes;

• Enhanced access as images are conveniently and securely accessible through the Web; and

• Reduced report turnaround time, which is helping to further enhance patient care.

enhancing workflow and patient careWith NovaPACS, access to images is immediate whether

in the eR, physician offices or from the radiologists home. Radiologists at Campbell County Memorial hospital are able to read images upon completion of the exam or the images can be routed to an outside hospital so that a physician can be reviewing the images while the patient is being transferred to the facility for treatment.

“The ability for staff radiologists and referring physicians to access images from any location has enhanced patient care as the nursing department doesn’t have to wait until the next morning for results, said lempka. “Time spent on each case has been significantly reduced and we’re realizing improved turnaround time.”

Because the PACS has been cost effective and beneficial for Campbell County, it is installing three NovaPACS workstations in an off-campus orthopedic surgery center. The system is easily scalable. Installation took just days and training took only a few hours.

“We really feel like NovaRad is our partner. Its dedication to its customers combined with a robust and affordable PACS reinforces to us that our investment in NovaPACS was the right choice, said lempka.”

novarad corporation752 east 1180 South • American fork, uT 84003office 801-642-1001 • fax 801-221-5896toll free 877-668-2723 • [email protected]/novaradcorpwww.twitter.com/novaradcorp

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paul shumway

vIce presIDent,

novaraD corporatIon

“ novarad customers typically achieve a return on their novapacs investment within a year, and most in fewer than six months.”

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When a global powerhouse like Siemens Healthcarerecognizes your technical expertise in the healthcareclaims management EDI realm and reaches out to forgean alliance, you want everyone to know about it.

That’s why we’re taking this opportunity to helpimprove your SSI.Q. about SSI’s partnership with Siemens Healthcare.

We’ve developed a product specifically for SiemensHIS customers, ClickON® LinX™, to interface withSiemens Healthcare’s INVISION® and UNITY® systems,

providing a smooth workflow for complete revenue cycle recovery and claims management. And, SSI’s payervalidation edits and rules have also been embeddedthroughout the revenue cycle workflows of SiemensHealthcare’s next generation Soarian Financials® product.

Announcements of strategic alliances like this causethe marketplace to re-evaluate who weare as a company and what we have tooffer. Which is a lot more than youmight think.

More Than You Thought1.800.881.2739 • www.improveyourssiq.com© 2008-2010 SSI. All rights reserved. ClickON is a Registered Trademark.

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While exploring new revenue cycle vendor options, Adventist Health discovered SSI. Compared to his past vendor relationships, frank long, Corporate Director of Patient financial Services for Adventist, quickly felt more comfortable working with SSI. “A key difference is that we have access to almost anyone within the organization. We did not have this with our previous vendor. our association with SSI feels like a genuine partnership. It makes us feel important, and, SSI is important to us,” long said.

According to long, the other companies that Adventist Health has worked with in the past felt simply like claims vendors. “SSI is a revenue cycle management company, not merely a claims vendor. By switching to SSI, we were able to drop our A/R by two days, which is huge for an organization of our size,” said long. Adventist Health includes a total of 17 hospitals with more than 2,800 beds.

long was also impressed with the implementation of SSI’s products. During that process and immediately following, none of the Adventist Health facilities increased their A/R days. “I don’t think many vendors can come in and do that,” he said. “There were very few hiccups and it was just a great partnership from the beginning.”

long further believes Adventist Health’s facilities are putting out a better product to the payers as a result of the change. “By using SSI, we have decreased the number of denials system-wide,” said long. “our front-end processes are much improved and I’m sure we have had significant volume increases over what we did before and have done so without increasing staff.”

In addition, long has confidence in SSI’s 5010 and ICD-10 initiatives. “SSI has some great talent and I believe that I have a vendor partner that will get the job done right. I tell people here that all the time,” said long. With X12 5010 and ICD-10 on the horizon, long plans to perform

some training to better prepare and facilitate the transition. He foresees relying on SSI as an integral partner to help guide Adventist Health through the process.

“SSI is made up of honest people who say what they mean and mean what they say. They have outstanding products that get the job done and the company is big enough to handle any size organization, yet small enough to foster solid relationships,” said long. “Any provider considering a revenue cycle/claims vendor needs to take a look at SSI. vendor relationships are critical to our daily work life at Adventist Health and it is really nice to have a great relationship with SSI.”

Adventist Health’s Secret For Dropping Two A/R Days: Build an RCM Partnership With SSI

SSI Corporate Headquarters | 4721 Morrison Drive, Mobile, Al 36609

251.345.0000 | Toll free: 800.881.2739 | thessigroup.com

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i n n o v a t i o n sr e v e n u e c y c l e m a n a g e m e n t

Doug BIlBrey

executIve vIce presIDent

of sales anD marKetIng,

the ssI group, Inc.

about ssISSI is a leading provider of revenue cycle management solutions serving the u.S. hospital, payer and physician markets, and operates the nation’s second largest institutional healthcare claims clearinghouse. The company has over 2,200 customers, and delivers revenue cycle recovery, claims processing, document management, revenue cycle outsourcing, and numerous related products and services. More information: 800.881.2739 or visit: thessigroup.com



www.Healthdatamanagement.com

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