va medical center shreveport

va medical center shreveport
The limited choice between mediocre products and excellent comprehensive single-function systems has been expanded in step with the increase in the reliability of Internet technology and standardization of interfaces.

"" An integrated best-of-breed product helps patient and clinical error reduction, financial performance and regulatory compliance, "says Boris Petrikovsky, MD, PhD, Chairman of Obstetrics / Gynecology Department Nassau University Medical Center and professor of obstetrics, Gynecology, Reproductive Medicine and Science in Stony Brook University School of Medicine.

Comprehensive and integrated best-of-breed solutions with advanced EMR and billing software can be used under the "pay-as-you-go" business model. Software-as-a-Service (SaaS)-model allows physicians to confirm the benefits of technology solutions first and pay later. While such solutions are several risk management and operational benefits, it also faces considerable challenges of transition.

Integrated SaaS and outsourcing services

Improved operational headquarters, risk avoidance, and added revenue are the main advantages of integrated outsourcing and SaaS solutions during implementation and exploitation phases:

1. SaaS requires no prior major investment in hardware, software licenses or systems, the integration of the user.
2. SaaS is the burden of managing systems of the user to the SaaS provider

In business accounting terms, SaaS capital costs in operating expenses which are in

1. A better balance
2. Less risk, especially during the era of rapid technological innovation on the one hand, and practice-building phases on the other side

Transitional challenges - people and processes

Once your outsourcing solution provider (s) for the EMR and billing data, you face a challenging transition. It is about people, processes and technology. Since the SaaS model eliminates the traditional systems management headache, you can only to people and processes:

1. Communicate, communicate, and communicate. The probability for the implementation success is directly proportional to the participation of employees. Review workflow, understand the expected changes, and make sure that everyone in the practice agrees with them, including practice managers, physicians, staff and office equipment.
2. Manage expectations. Document specific changes in the new workflow. Specific steps in the new workflow, the less skilled or less resources. Quantify the expected benefits in terms of saved resources added income, savings and staff.
3. Check the fear of change. Not with violence, the new system on the old workflow. Had the old method meets the requirements of practice, you would not be looking for better solutions. Careful design of the new use of the new workflow solutions in conjunction with workflow participants, including the practice manager and one doctor.
4. Prioritize. Do not attempt to introduce an entirely new process with all the new features at once. Soften the transition shock through a gradual approach, minimizing the amount of changes, but maintaining a constant pace and frequently enough that small changes to make the transition over time.
5. Lead. Without a manager for the entire process of transition to the members of the transition team, other priorities and not take responsibility for the delivery.
6. Track. Schedule regular (weekly) implementation review meetings with the practice manager.
7. Schedule. Without special measures, including the specific points of delivery and ownership, the implementation is also on the costs and resources. Consider a process tracking system, for example TrackLogix
8. By and by train. Allocate sufficient time for each train on the new processes and technology. Do not try to jam everything you can do in a single training session. Expect more training, adaptation to the participants' learning pace.

Yuval Lirov, PhD, author of "Practicing Profitability - Network Effect for Revenue Cycle Control in Healthcare Clinic and Chiropractic Office: Scheduling, SOAP provides Care Plans, Coding, Billing, Collections, and Audit Risk (Affinity Billing) and "Mission Critical Systems Management" (Prentice Hall), inventor of patents in Artificial Intelligence and Computer Security, and CEO of Vericle.net - Distributed Billing and Practice Management Technologies. Yuval invites you to register to the next webinar on audit risk at BillingPrecision.com.