National Health IT Week and the Ways We Help Patients

i_heart_hitNational Health IT Week is a proud time for all of us at SRS Health. Though we all took different paths to get here, the same overarching urge drove us: to help people. Despite our divergent skillsets and backgrounds, we share a lot in common with the specialists our IT solutions support. We are two halves of the same brain, and the betterment of clinical care is always at the forefront of our minds.

“We can harness data and technology to remove obstacles from the daily work of the people who keep us healthy,” believes Abraham Sanders, Principle Software Engineer at SRS Health. “There is amazing potential to consider. How can medical data be used to improve clinical outcomes for patients? How can the same data be used to help simplify the documentation of a patient visit, freeing clinicians up to focus on what matters most—the patient?”

These questions aren’t just food for thought, they drive every improvement and decision that goes into our HIT solutions. Where others see constraints and barriers, we see opportunities to lend a hand. Not the steady hand of a surgeon, or the gentle hands of nurse, but assistance that alleviates the pressure of paperwork and postage, remembers dates down to the millisecond, and notices the nuances that become patterns. As Hector Martinez, Sr. Implementation Specialist at SRS Health, puts it, “I enjoy the gratification that comes with enabling healthcare professionals to focus on practicing medicine and engaging with their patients. Seeing the clinical and nonclinical staff establish a level of confidence and comfort in their everyday roles is what I strive for.”

“When we suffer from a sickness or injury, we depend on healthcare professionals to get us back into shape,” says Ganesan Solaiappan, Software Development Manager at SRS Health. “Those professionals, in turn, depend on healthcare information technology to be able to do their work. In that way, I think I am helping to improve the quality of life by building and maintaining the systems that clinicians need.” Solaiappan adds, “Healthcare providers look to their IT systems to provide the information they need to make effective clinical decisions, to increase their awareness of innovations in the medical field, and to document and identify patterns. When doctors are able to provide complete and fully informed patient care, it may help to save a life. I’m thankful to be a part of that.”

“I am most proud of the way SRS comes together, cross functionally, to support our clients, even at the most inopportune times,” believes Michael Arbunzo, Technical Support Manager at SRS Health. “Emergency requests never take a holiday, and neither will physicians or the IT staff backing them up.”

To all our colleagues celebrating Health IT Week, especially the SRS Health Family, thank you for your unyielding dedication, hospitality, and warmth.

Is Healthcare Hi-Tech Enough?

Barbara Mullarky

Barbara Mullarky

Director, Product Management at SRS Health
Barbara has had a successful career in the healthcare industry, working for both vendors and healthcare provider organizations. She has held roles in sales, marketing, product management and professional services, working with EMR and department-focused solutions for the laboratory and imaging.

Prior to becoming the Director of Product Management at SRS, Barbara was with GE Healthcare (now GE Digital), where she held the positions of Senior Product Marketing Manager for Centricity imaging products, Product Marketing Manager and Customer Collaboration Leader for what is now Caradigm, and Upstream Marketing Manager for Centricity Laboratory. Barbara also worked at the University of Arizona Medical Center, where she managed a team that was responsible for implementing and maintaining 27 departmental IT solutions, the ambulatory EMR and the patient safety initiatives; Wyndgate Technologies (now Haemonetics); Sunquest Information Systems and Community Medical Center.

Originally from New Jersey, Barbara now lives in Tucson, AZ. She is a graduate of the West Virginia University College of Medicine and is a registered Medical Technologist. When not at work, she loves traveling, taking photographs, watching football and spending time with her two Brittanys.
Barbara Mullarky

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315x236-Devices-med-iconsThe answer to that question depends on what part of the healthcare continuum you look at. When it comes to the actual treatment of disease, few fields can compare with medicine in terms of developing and incorporating new technology. Think of cyber knives, genetically guided cancer therapies, complex new drugs for autoimmune diseases, and the way that surgery has become increasingly less invasive through its reliance on computer imaging and magnification for micro-, laparoscopic, and robot assisted surgery.

On the other hand, when it comes to the use of information technology, healthcare hasn’t been nearly as forward looking as, say, banking, or travel, or even the food industry. How often have you visited a highly respected doctor, located in state-of-the-art facilities, and had to spend half an hour filling out pages of badly xeroxed forms, asking redundant and often irrelevant questions about your personal health history? How often has a member of your doctor’s staff had to spend the time to call you to remind you of an appointment? How often have you wasted time trying to reach your doctor by phone to ask a simple question about your treatment?

Fortunately, the landscape is changing. The industry is starting to engage patients in new ways, using text messaging, video conferencing, and wearable devices to keep patients actively in the therapeutic loop rather than simply at the passive, receiving end. And it’s about time.

According to Pew research:

  • 88% of Americans use the Internet
  • 73% have broadband service at home
  • 95% of us carry a cell phone of some type
  • 62% of those have used their phone in the past year to look up information about a health condition.

Those numbers don’t surprise me. As I write this, I am sitting in O’Hare Airport and almost everyone in the departure lounge has a smart phone in his or her hand. Urban legend has it that people under 55 like to text while people over 60 prefer to make phone calls, but if O’Hare is any indication, the over-60 crowd is just as tech savvy as the younger generation. They’re checking the airline app—this happens to be a really bad travel day fraught with weather delays—so that they can text their families and friends with updates. In 2013, Exerpian Marketing found that adults over 55 send almost 500 text messages a month. I’m sure that number is much higher today.

So why not take advantage of this in your practice? Phones and texting allow you to engage with your patients in a whole new way. You can text them appointment reminders (my hair dresser has been doing it for years), let them know if your office is closed due to inclement weather, or notify them that it’s time to make an appointment to have their eyes checked.

Mobile devices can also be used as an electronic physician’s assistant, with apps to guide care and improve outcomes. Imagine if patients could log onto an app on their phones that reminded them of exercises they had to do that day, showed a video of how to do those exercises, recorded that the exercises had been done as well as the patient pain level and other progress indicators . . . and then automatically transmitted all of this information to the physician to become part of their charts. And that all this happened without the time and expense of the doctor’s staff having to make personal calls.

Even better, imagine that you, as the patient, could see your doctor without leaving your home or office. While video technology has been around for a long time, traditional physician practices have been slow to adopt teleservices. This is partly because state regulations and reimbursement policies have not encouraged it, outside of the few online physician services offering quick and relatively easy consults on a “pay now for service” basis. However, more and more states are passing legislation that allow doctors to establish provider-patient relationships through face-to-face interactive, two-way, real-time communication, or through store-and-forward technologies. In addition, some of the laws call out payment policies, and require that care provided via teleservices be billed the same as an in-office visit. I’d personally love it if my doctor adopted teleservices—it would save me the 30-minute drive to her office, the 10 minutes spent parking, the 20-minute delay because she is usually running late, and the 30-minute drive home. Instead, her office could text me when she’s ready and we could engage for 15 minutes via a telemedicine system. A lot better than the minimum 90+ minutes to do an in-person visit.

The final frontier is when healthcare manages to combine information technology with its existing drive for advanced treatment technology. One university research team is developing a tracking device that could be embedded in a pill; the device would activate when the patient took the medication, sending a message to a receiver app, which in turn would create a record for family members or physicians to review. This may initially sound a little too invasive, but think of the boon for families caring for an elder relative—they could verify that the correct meds were taken without having to hire an on-site care-giver or to make daily trips to ensure compliance.

What’s common to all these new technologies is that they recognize that the patient is at the center of the care team, and the information the patient provides must be incorporated into the therapeutic process in real time. The sooner we engage patients in their own care, the better outcomes we will all experience—and the technology that we are already using every day can help us get there. Is the healthcare you are providing hi-tech enough? What technology are you using now to advance your patient engagement?

Will Robots Replace Healthcare Providers?

Khal Rai

Khal Rai

Senior Vice President, Development at SRS Health
Khal oversees the Software Engineering, Business Analysis, Quality Assurance, and Product Management teams at SRS. His 17+ years’ experience in software development and healthcare IT have resulted in a true passion for collaborating with customers, then translating their needs into innovative solutions and better service experiences. He believes that motivated employees and satisfied customers are keys to maintaining business success. He has a B.S. degree in Computer Engineering from the University of Cincinnati, and an M.S. degree in Electrical Engineering from Purdue University.
Khal Rai

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robot-blogLeveraging interpretive intelligence in clinical workflows

Automation has been making human workers superfluous for centuries, but until recently, workers whose jobs required high-level cognitive skills have been able to rest easy, confident no machine could possibly replace them when it came to making nuanced decisions based on the evaluation of complicated, sometimes contradictory data.

But that was before Artificial Intelligence (AI) came along, stepping out of the pages of science fiction and into our daily lives. It now seems possible — even probable — machines will replace many mid-level knowledge workers and the question arises whether someday robots will replace doctors and nurses.

It’s a provocative question, certainly, but not the most interesting one facing our industry. A more critical question is will the healthcare ecosystem — the vendors and the solution providers — be able to survive without AI? I ask this because I believe doctors and healthcare administrators will increasingly demand answers to questions, and solutions to the challenges, that are difficult, if not impossible, to solve without the aid of AI-driven solutions.

These questions will range from practical issues of practice management to vital questions of patients’ health. For example:

  • How much will it cost to treat this patient?
  • How much and how fast will I get paid?
  • Is medication or surgery the best treatment option for this particular patient?
  • Where and/or when should I schedule this surgery?
  • When will this patient be able to return to his/her normal routine?

Some of these, of course, are the perennial questions that have always faced healthcare practitioners, but the truth is recent changes in technology have made innovative solutions possible in a way never before imaginable. For example, all kinds of data are now readily available in consumable (discrete) forms — from PHI to financials to protocols — and storing and managing this data is getting cheaper every day.

Additionally, healthcare providers are beginning to understand the shift from service to value-based care and are seeing how it can work for them, both clinically and financially. Finally, the healthcare practitioners themselves are changing: computer- and technology-savvy clinicians who got their medical education and training in the 1990s and early 2000s (the so-called Generation X and Y) are now entering into leadership positions where they can affect change.

In other words, there is both a greater supply of data than ever before and a greater demand for it. However, this demand isn’t simply for large data-dumps of undigested information. What’s necessary is for healthcare providers and administrators to have the critical data they need, and only the data they need, when and where and in the form they need it. This is where AI can help make critical decisions about amalgamating and filtering data.

There’s enormous potential for AI (or “smart solutions”) to optimize clinical protocols by drawing on a huge pool of evidence-based results. As we move toward a value-based environment, AI will be increasingly necessary to proactively and dynamically manage patient outcomes. This, in turn, will optimize the treatment experience, leading to greater patient engagement — and this greater continuity of care will promote both healthier patients and healthier practices. Clinicians will also gain insights into how to manage risks, which leads to lower costs and better margins.

Will robots replace healthcare providers? It seems unlikely, but care teams will start to leverage interpretive intelligence in daily clinical workflow. Machine learning, along with AI, will become an integral part of the healthcare mix because the vast resources of critical data will only be truly available when clinicians have tools to track real-time data embedded in their daily workflows resulting in better patient care at a lower cost.

As seen in Health IT Outcomes.

The True Cost of Patient Registration Errors

The true cost of patient registration is hard to analyze because most providers and hospitals have convinced themselves they need to handle patient registration, instead of the patient handling it themselves. Therefore, the cost for patient registration can’t be improved and constantly increases based on new industry standards, such as meaningful use questions and ever-increasing staff costs. The result of this attitude and approach is that patient registration often takes more time than necessary. If the patient is unable to control his or her data during the registration process, lengthy wait times and increased dissatisfaction occur—costing providers both time and money.

Patients, on average, spend about 20 minutes in waiting rooms of healthcare organizations. When these organizations don’t focus on streamlining the patient check-in process, patient throughput suffers. Staffing expenses increase because staff must take time to clarify patient data or fill in missing pieces at the point of service. In addition, the potential for denied claims is higher due to a lack of data verification, raising overall collection costs.Impatiently-Waiting

Today, just 5 to 10 percent of healthcare organizations offer self-service solutions for patient registration and check-in. This is a missed opportunity to improve patient satisfaction, reduce costs and increase revenue. There are three benefits of self-service check-in technologies healthcare leaders should consider.

Speed. At Montgomery Cancer Center in Montgomery, Alabama, an electronic patient check-in solution decreased patient check-in time to just 41 seconds. Putting the registration process in the hands of patients not only provides them with the ability to manage their experience, but also limits check-in time simply by eliminating a visit to the front desk. This increases patient throughput and ensures that the time staff does spend with patients is of higher value.

Consider the airport registration process. When passengers fly, the last place they want to go to is a desk staffed by an airline employee. Instead, the first stop is to a kiosk or a mobile application with built-in technology that recognizes individuals with the touch of a few buttons, thanks to information they have been able to input in advance.

The experience in most hospitals and physician practices is often the opposite. Patient check-in is heavily dependent on staff—and breakdowns in processes occur when staff call in sick. They also occur when staff follow the same steps for each patient rather than customizing the registration process to the patient’s situation and needs. This increases the potential for error, which can lead to lost revenue.

Some hospitals and physician practices have tried to automate the registration process with the use of tablets rather than self-service platforms that verify data in real-time. However, this approach has critical flaws. For example, to receive a tablet, patients must go to the front desk, just as with traditional, manual processes, and any front-desk encounter adds time to the visit and costs hospitals and physician practices money. Every patient visit to the front-desk is an incremental cost for the hospital or physician.

Patient experience. Why is it that patients spend more time in the front office than with their physician or a nurse? It’s because front-office processes are broken. When patients spend more time than necessary dealing with a provider’s front-office processes and staff, satisfaction plummets—and there is a cost to lost patient loyalty.

One of the biggest misconceptions in healthcare is that front-office staff in physician practices and hospitals provide a personal touch to the patient encounter. But think about what this encounter typically looks like: “We have a few questions we need you to answer. Here is your paperwork [or tablet]. Please return this with your insurance card and driver’s license …” Is this really the personal touch we’re seeking to provide in healthcare?

Meanwhile, patients complain about the amount of paperwork they must complete before being seen by a physician. The personal touch they want is time spent with their physician. Anything that impedes their ability to see their physician impacts their experience.

Ideally, patients should spend two minutes or less on registration activities when they arrive for their appointment. While the amount of time spent at check in will vary by specialty, look for a self-service check-in solution that can ensure a two-minutes-or-less process.

Improved communication. So often in healthcare, it appears no one has time to truly talk with patients. Front-desk staff don’t always have the experience or time to have a meaningful conversation with patients. Nurses and technicians are under too much pressure to move patients through processes quickly. When the patient does see a physician, the backlog of patients—stemming in part from inefficient check-in processes—limits time for a meaningful encounter beyond the reason for the visit at hand.

Yet studies consistently show that the quality of patient communication has a direct impact on patient satisfaction. Effective communication is critical to the patient experience, which is now measured and tied to value-based payments. It’s also vital to understanding the patient’s total health needs and managing the patient’s health beyond a single episode of care.

A self-service check-in process opens the door to more meaningful communication with patients not just by freeing up staff time, but also by improving throughput. For example, nurses and physicians are better able to share information about additional services the patient may wish to consider. Staff can then augment these conversations by providing patients with brochures that offer greater detail about these services. Staff time also can be spent on patient follow up, making sure discharge instructions are clear and future appointments are scheduled.

Additionally, a self-service check-in solution offers real-time authentication of data and the opportunity to survey patients. Communicating financial information to patients can’t be done through the current paper process; however, when a patient uses a digital check-in solution, their data can be immediately authenticated, which allows for immediate communication of copays and remaining deductibles. Patients can also relate their experience with a staff member or physician in a post-office visit survey to actively share their suggestions for practice improvement. Not only do patients feel listened to, but their suggestions also help providers increase satisfaction and value.

Reengineering the patient registration experience is critical to eliminating front-office errors and delays that cost healthcare organizations money. It’s also essential to creating a more positive experience for patients as well as staff—a key step toward improving value.

 

gerard-white-clearwaveSRS Health guest blogger: Gerard White, President & CEO of Clearwave

With 20 years of technology leadership experience, Mr. White is responsible for successfully implementing the Clearwave Corporation vision and strategy. Mr. White co-founded the company in 2004 to carry out a vision of technology that spans the healthcare continuum through the creation of a healthcare network and a single patient identifier that allows accurate patient data to be shared regardless of what provider a patient visits.

Mr. White has extensive experience working with some of the most respected companies in the world including EDS, Security Mutual, Saturn, Lennox Industries, Continental Airlines, GTE, Alltel, Hitachi, Grant Thornton and Blue Cross Blue Shield. Both his knowledge and leadership experience provide a solid groundwork for Clearwave Corporation’s active role in revolutionizing the healthcare industry.

Prior to joining Clearwave, Mr. White was the CEO of 1stOrder, focusing on IT consulting services and wireless application development. He holds a Bachelor of Science degree in Business Management and a Bachelor of Applied Science degree in Information Systems.

If You Build It, Will They Come?

Luis Marcos

Luis Marcos

Senior Operations Manager at SRS Health
Luis began his tenure with SRS-Health nearly 8 years ago as an Implementation Specialist. In that time, his attention to detail and planning garnered accolades from clients and colleagues alike, making him a star within the department. In 2015, he shifted his attention to organizational project management with an emphasis on operational efficiency while overseeing activities in Professional Services. His focus shifted in mid-2016 and he now oversees the activities of both the Support and Service Delivery Teams.
Luis Marcos

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Let’s take a moment and talk about the ideal development-to-adoption scenario. For the sake of the exercise, you’re Kevin Costner. You hear a whisper about building it. You continue to explore what it is until you realize that you have been asked to build a baseball field. Through hard work and perseverance, the request becomes reality. In no time at all, ghost baseball players emerge from behind corn stalks and play a game.

That right there folks, is the dream of every software developer. They aspire to build what you need and then have you faithfully use their creation. Alas, like Field of Dreams (beautiful film), that aspiration typically falls under the genre of fantasy.

How can that be? Why wouldn’t a user take advantage of an enhancement to their software? Truth be told, there are number of reasons as to why, including, but not limited to:

  1. Lack of awareness.
  2. Aversion to change.
  3. The functionality doesn’t meet your exact needs.
  4. The perceived effort of deploying the change outweighs the benefit.

As an end user, you should want and need to maximize the feature set that your software has to offer. Why is this so important? In the graphic below, I have listed only a few of the ways that software enhancements can impact the bottom-line.

improved-bottom-line-700px

As I challenge myself to seamlessly interject concepts from other cherished feature films, this is where I say, “Help me, help you!” When it comes to your software, aspire to A.C.E. the experience.

Accountability: Appoint an Internal Software Administrator (ISA). This person would be responsible for forging a relationship with your software vendor(s). They need to be familiar with the vendor’s release cycle and understand what each new version has to offer. They would then be responsible for scheduling recurring meetings with key stakeholders to discuss their findings and recommendations. They should also volunteer to participate in any focus groups that your vendor may offer. This is a great way to ensure that your vendor understands the specific needs of your organization and how they fit into the big picture.

Collaboration:  Who are these “key stakeholders” that I mentioned above? They would be your Change Control Board (CCB). This group should be comprised of members of each functional department of your business, as changes may have ripple effects throughout the organization. Affecting change is often easier when the decision is made jointly as initial buy-in will be stronger.

Execute: Assuming the CCB finds value in certain enhancements, develop a plan to implement them. This will often involve initial training, shadowing and follow-up that could span a few weeks. Remember that each implemented change is a deviation to someone’s routine. Depending on the work flow adjustment required, a fair degree of staff coaching may be involved.

In fairness, I realize that I’m making all of this sound really easy. It’s work and it requires commitment. Alas, if it means that you can add to your bottom-line, become more efficient or play a round of catch with “Shoeless” Joe Jackson, it is worth exploring.

Now go A.C.E. your experience!

You Say You Want a Revolution…

Ryan Newsome

Ryan Newsome

Vice President of Software Engineering at SRS Health
Prior to joining SRS almost 10 years ago, Ryan started his career as a software engineer for Map Info/Pitney Bowes. Throughout the years Ryan has been an expert in all things web, interoperability, and in agile leadership. He currently oversees all of product engineering at SRS and has led SRS’ transition to an Agile/Scrum Development Methodology. In his free time, you can find Ryan either skiing, cycling or spending time with his family. Fun Fact: Ryan played Division 1 Soccer at Sienna where he attended on a scholarship. Goal!
Ryan Newsome

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This past February, SRS Health sponsored its third annual hackathon. Hackathons are the proving grounds for new ideas. These events stimulate creativity and encourage risk-taking to develop innovative solutions to new or persistent problems.Hackathon Blog ImageThis year’s hackathon was organized around the theme of Data Revolution, and when you think about it, there’s a revolutionary quality to the very idea of hackathons. The word “hackathon” is a portmanteau of the words “hack” and “marathon,” where “hack” is used in the sense of exploratory programming. It’s this exploratory aspect of hackathons that enables participants to be super creative, push boundaries, think outside-of-the-box and develop revolutionary ideas. We solicit ideas from customers and SRSers that can range from practical enhancements to futuristic solutions for tomorrow’s problems.

At SRS Health, we’ve noticed some strong benefits to running hackathons:

  • Feedback – If our product is going to help solve your problems, we need to know what those problems are. Hackathons allow us to discover problems and explore solutions.
  • Engagement – Hackathons build team and community spirit. Participants have fun, and they get a chance to collaborate with others with whom they don’t typically work with on a daily basis.
  • Diversity – Having a wide range of participants generates a variety of fresh perspectives, both on existing problems and for future possibilities.

The result? An event filled with fun, high-energy, free food, great ideas, engaging presentations and amazingly talented people. There are a number of concepts that we are very excited about and could make its way into future editions of our products.

So, if you have a revolutionary idea that you’d like to see become part of our product—or even just an evolutionary step that fixes a chronic problem—let us know about it. It may be the perfect candidate for our next hackathon. The truth is, we all want to change the world of healthcare, and we’d love to explore and define that future together with you!

 

 

 

The Importance of Flexible Technology in High-Performance Practices

Adam Curran

Adam Curran

Product Marketing Manager at SRS Health
Adam Curran is a Product Marketing Manager at SRS. He oversees marketing intelligence to support the development of strategic marketing plans. Prior to joining the organization, he was a key member of a pharmaceutical software company’s Clinical Development Business Unit, specializing in the clinical data management elements of the drug development lifecycle. He was also the editor for their microsite’s blog. Adam has also held roles at the UK’s National Energy Foundation and Skills Funding Agency.
Adam Curran

flexible-tech-blogAn article posted recently to LinkedIn—about the jobs most and least likely to fall victim to robot replacements—started me thinking about the place of technology in healthcare. One takeaway from the article is that automation is best deployed for tasks that are manually or cognitively repetitive, freeing humans to specialize in tasks that are non-repetitive and non-predictable, ones the writer describes as requiring “human intuition, reasoning, empathy and emotion.”[1]

That was exactly the promise of electronic health record (EHR) technology—routine bureaucratic tasks would be automated, freeing doctors and staff to do what they do best: treat patients. Yet in a recent study published in the Annals of Internal Medicine, ambulatory physicians spent an average of a full hour at the computer for every hour they spent face to face with patients.[2] Imagine automating a factory and discovering that workers now worked twice as long, or produced half as much, because of the time required by the new technology that was supposed to reduce their workload.

Paradoxically, with recent advances in technology, it is now more possible than ever for EHRs to fulfill their original promise—and more; the problem is that most of the EHRs being offered to medical practices are simply the wrong technology. In an attempt to meet standardized government regulations, vendors have created standardized EHRs—gigantic, one-size-fits-all behemoths that attempt to meet the needs of all physicians, but end up missing the mark with nearly everyone. Particularly when it comes to specialists. KLAS’ Ambulatory Specialty 2016—One Size Does Not Fit All—Performance Report found that although traditional EHR vendors try to cover all specialties, fields like ophthalmology, orthopedics, and dermatology still lack the functionality required.[3]

This is why one size definitely does not fit all. The right EHR solution for a hospital or general practitioner, seeing a limited number of patents with a wide variety of conditions, will look quite different from the EHR for specialists who see a high volume of patents with similar complaints. And of course, different specialties won’t want exactly the same EHR, either, making flexibility—rather than universal applicability—a major prerequisite.

No wonder that 86% of specialists, according to Black Book Market Research, agree that the single biggest trend in technology replacements these days is the move to specialty-driven EHRs because of the workflow and productivity complications that accompany conventional, template-driven EHRs.[4]

Unfortunately, the problems with inflexible, template-driven EHRs don’t end with the lack of specialty-specific solutions. A secondary, but still significant, concern is the inability of many EHRs to be tailored to the need of individual physicians within the practice. One doctor may prefer taking notes, another inputs her own data, while a third dictates; one may be comfortable communicating through a patent portal, another prefers the phone. True flexibility means that no provider has to change the way that he or she has been practicing medicine simply to satisfy the demands of a generic template.

It also means that, when it comes to increasingly crucial matter of data collection, the decision about how data should be collected—what should be collected electronically and which should remain manual—is left up to the individual practice. In the next blog, I will look at what is called “role-based data entry,” and how this can increase productivity and cut costs.


 

[1] https://www.linkedin.com/pulse/5-jobs-robots-take-first-shelly-palmer

[2] http://annals.org/article.aspx?articleid=2546704

[3] Ambulatory Specialty 2016—One Size Does Not Fit All—Performance Report. KLAS. April 2016.

[4] https://blackbookmarketresearch.newswire.com/news/specialty-driven-ehrs-make-a-comeback-reveals-2016-black-book-11534546