Q&A With Grace-Marie Turner HCT Project Volume 4, January 30, 2007
If we don’t approach healthcare like other sectors of the economy, where consumers shop for value and seek services that are faster, better and cheaper, we’re doomed to default into a government-run healthcare system.
Grace-Marie Turner, Galen Institute

 On-Demand Medical Records HCT Project Volume 4, January 30, 2007
ChartOne’s on-demand medical record solutions combine innovative,Web-based document management technology with superior professional services to automate health information and revenue cycle management.

 Q&A With Michael Meisel HCT Project Volume 4, January 30, 2007
RES-Q Healthcare Systems’ Michael Meisel discusses the evolution and direction of staffing and scheduling solutions.

 A Focus on Laboratory Revenue Cycle Management HCT Project Volume 4, January 30, 2007
XIFIN offers leading-edge technology and service solutions that help laboratories collect what they are owed, eliminate compliance risks, streamline operations and improve overall profitability.

 The Business of Healthcare Demands a Legal EHR HCT Project Volume 4, January 30, 2007
The business of healthcare depends upon a hospital’s ability to produce a legal health record, the hospital’s documented set of information for each patient encounter. The legal health record helps the hospital get paid, justifies its performance and improves its performance.

 A Vision Shared HCT Project Volume 4, January 30, 2007
Global Care Solutions provides software exclusively for the healthcare industry. GCS has two main products: Hospital 2000 enterprise HIS, and the Amalga PACS/RIS.
Patrick Downing, Global Care Solutions

 The Case for Decision Support: Safer Medication Management and Lower Costs HCT Project Volume 4, January 30, 2007
Putting the right information in the hands of the right people at the right time via a systematic deployment process is a key success factor in an organization’s ability to ensure the safety and quality of medication use while managing drug costs.
Jerome A. Osheroff, M.D., Thomson Healthcare Micromedex, Gina Moore, Thomson Healthcare Micromedex

 Hospitals Rely on RES-Q to Manage Their Most Valuable Resources HCT Project Volume 4, January 30, 2007
RES-Q® Healthcare Systems develops hospital scheduling software that produces clinically sound, financially optimized and productive staffing in efficient, equitable schedules.

 The Clinical and Financial Transformation of Asia’s Largest Private Hospital HCT Project Volume 4, January 30, 2007
In January 1997, Bumrungrad Hospital opened its 554-bed replacement facility along with a newly commissioned computer system. A few months before the facility opened, the management team realized that the clinical and financial information systems they had purchased and customized would not be able to meet end users’ needs and cope with patient volumes. Unfortunately, due to long implementation cycles of hospital systems, they were left with no other choice but to open their doors with their new system.
Patrick Downing, Global Care Solutions, Curtis Schroeder, Bumrungrad Hospital

 Integrating Decision Support to Optimize Care HCT Project Volume 4, January 30, 2007
Thomson Healthcare provides clinical and management decision support solutions that enable healthcare organizations to simultaneously improve quality of care, patient satisfaction, market growth and profitability.

 The Impact on Healthcare Costs For American Companies HCT Project Volume 4, January 30, 2007
Because U.S. healthcare challenges have created a competitive gap for American companies, many are calling for the transformation of the healthcare industry.
Jeffrey Rideout, M.D., M.A., F.A.C.P., Cisco Systems, Inc.

 Business Intelligence and the High-Performance Provider HCT Project Volume 4, January 30, 2007
Using business intelligence tools to transform data into actionable insights, healthcare providers can better measure, manage and improve how they do business. To this end, providers will create a list of parameters to monitor and compare with established benchmarks to measure high performance.
Lewis Redd, Accenture, R. Wesley Champion, Accenture

 Consumer-Centric Focus on Billing Improves Patient Satisfaction HCT Project Volume 4, January 30, 2007
As patients become the real healthcare customers, hospitals must provide them with tools that provide quick and easy access to personal and financial healthcare information.
David C. Hammer, McKesson (EMC)

 Eliminating Healthcare Fraud Through Technology HCT Project Volume 4, January 30, 2007
There are many types of healthcare fraud. It can be driven by healthcare and insurance providers, patients, employers or any combination of the above. Healthcare providers might make claims for services not provided, or overcharge for services they did provide.
James Taylor, Fair Isaac Corporation

 High Performance: A Road Map to Payer Success in U.S. Healthcare HCT Project Volume 4, January 30, 2007
The only constant in the healthcare industry is the existence of continual change. In an ever-evolving business climate, what can payers do to outperform peers? The answer lies in their ability to harness change through a series of high-performance attributes used to define success.
Peter Kongstvedt, M.D., Accenture, Erik Swanson, Accenture

 Automated Discharge Summary Delivers Value to Physicians and Patients HCT Project Volume 3, November 14, 2005
The standardized and rapid communication of patient care details between healthcare institutions and referring providers is central to the improvement of healthcare delivery.
Beth Sample, D.O., Dinmar

 Benchmarking Toward Excellence HCT Project Volume 3, November 14, 2005
The Medical Center of Central Georgia (MCCG) recognized the value of benchmarking as a means to achieve national levels of excellence, but it had experienced inconsistent results with early attempts to drive change and improve across the organization. MCCG wanted to implement a robust operational and clinical benchmarking program. Its objectives were to build on the organization’s previous successes and to lay a solid foundation to measure future performance so that executives and management could ensure that they were meeting their targets. With the goal of re-attaining 100 Top Hospitals® status within one year, MCCG engaged Solucient® Professional Services to revitalize its ACTION O-ITM program. MCCG had been named a Solucient 100 Top Hospitals National award winner in 1993, and a 100 Top Hospitals Cardiovascular winner in 1999 and 2001.

 Current and Future Payer and Industry Needs Solved by Certification of EHRs HCT Project Volume 3, November 14, 2005
Organizations such as the Certifying Commission on Health Information Technology should be encouraged to make available a certification process for vendors seeking to deploy health IT solutions.
Charles Kennedy, M.D., Wellpoint, Inc.

 EHR and Pay-for-Performance HCT Project Volume 3, November 14, 2005
Pay-for-performance programs use incentives to encourage evidence-based practices that promote better outcomes and ultimately transform the healthcare system.
Maureen O''Neal, R.N., Accenture, Roxanne Walther, R.N., Accenture, Cindy Urbancic, R.N., Accenture, Kathleen T. Lennon, R.N., Accenture

 Meeting the Financial Challenge Of the 21st-Century Hospital HCT Project Volume 3, November 14, 2005
When building an integrated digital hospital, it is important to have a team that works in concert to assure that downstream savings accrues from good upstream planning.

 Moving Pay-for-Performance to Pay-for-Value HCT Project Volume 3, November 14, 2005
It is unlikely that current pay-for-performance models will have a lasting impact — given patients have consistently shown equal interest in knowledge, outcomes and compassion.
Kaveh Safavi, M.D., J.D., Solucient, part of Thomson Healthcare

 Revenue Cycle Enhancements Associated With EHR Systems HCT Project Volume 3, November 14, 2005
Streamlining the revenue cycle and combining financial processes with an EHR can significantly improve a hospital’s financial performance.
Susan McBride, Accenture, Elizabeth Guyton, Accenture

 The Business Case for EHR HCT Project Volume 3, November 14, 2005
Making an understandable and convincing business case for EHR means careful consideration both of the quantitative and qualitative benefits associated with implementation.
R. Wesley Champion, Accenture, Judith M. Wilczewski, R.N., Accenture

 The Health of Our Nation’s Hospitals HCT Project Volume 3, November 14, 2005
How did the healthcare industry fare in 2004? To answer that question, Solucient® reviewed essential measures of the U.S. healthcare system’s financial strength from 1997 to 2004, including hospital operating margins and other operational indicators.
Phil Gaughan, Solucient, part of Thomson Healthcare, Gary Pickens, Ph.D., Solucient, part of Thomson Healthcare

 Using Market Projections to Identify Growth Opportunities HCT Project Volume 3, November 14, 2005
Located in a booming healthcare market, Denton Regional Medical Center’s key challenge is choosing the right capital projects, based on accurate projections of growth opportunities. Since 1996, the hospital has relied on Solucient to help make projections that have been used to plan a replacement hospital, an outpatient imaging center and various other projects.

 Utilizing Credit Scoring to Predict Patient Outcomes HCT Project Volume 3, November 14, 2005
One of the greatest challenges in predicting Medicaid eligibility is estimating the core components that are required to qualify patients.
Tony Martin, Equifax Inc.

 Accounts Receivable Management HCT Project Volume 2, July 17, 2004
Accounts receivable is an information-dependent process that can replace happiness about good clinical outcomes with anger about unexpected bills. When payers and providers collaborate to improve the way they handle charges and claims, they improve customer satisfaction.
Ron Crewe, Accenture, Jamie Dimond, Capgemini

 Alternative Health Care Models HCT Project Volume 2, July 17, 2004
The United States is not alone in seeking better ways to deliver and finance health care. Experiences from other countries demonstrate some valuable lessons in how collaboration between payers and providers can improve the health system.
Gijs de Vries, Capgemini Europe, Lex van der Giessen, M.S.c., Capgemini Europe

 CDHP: Getting the Customer Involved In Managing Health Care Costs HCT Project Volume 2, July 17, 2004
Employers, payers, and providers know that the health care system is moving toward greater consumer involvement and that this evolution will radically change how they manage information and communication.
Laurie Knutson, Capgemini, Kimberley O'Keefe, Accenture

 Health Plan Operations in the New World Of Health Care Financing HCT Project Volume 2, July 17, 2004
If new consumer-directed health plan products and systems can continue to be effectively implemented and supported by payer organizations, they could prove to be the sought-after solution to the health care cost dilemma.
Kevin R. Brown, Amisys Synertech Inc.

 Investing in Both Medical and Information Technology to Remain Competitive HCT Project Volume 2, July 17, 2004
Health care administrators and practitioners must embrace the changes necessary to achieve increased patient safety and be willing to invest time and energy in becoming proficient in using the new systems.

 Measuring a Healthy Hospital: Metrics-Based Tools for Improving Operational Performance HCT Project Volume 2, July 17, 2004
Balanced scorecard, Six Sigma, and other metrics-based tools for total quality management are being implemented by an increasing number of hospitals as part of a more holistic approach to quality management.
Ann Marie Brown, Per-Se Technologies

 Project Management HCT Project Volume 2, July 17, 2004
The complexity of payer-provider collaboration necessitates a clear view of the project and its progress. Because of the sheer magnitude and large number of players involved, collaboration requires a formalized, structured methodology to keep the project moving forward.
Mel Armbruster, Capgemini, Jamie Dimond, Capgemini, Rob Shingles, Capgemini, Cindy Urbancic, R.N., Accenture, Judith M. Wilczewski, R.N., Accenture

 Reducing Costs on High-Dollar Implants HCT Project Volume 2, July 17, 2004
While most hospitals struggle to contain cardiology and orthopedic implant costs, some facilities have reduced their costs by more than 20 percent and built better physician relationships by following 11 key techniques.
Karen J. Barrow, R.N., Amerinet

 Second-Generation Pay for Performance: A New Paradigm HCT Project Volume 2, July 17, 2004
In response to the unique nature of health care, Medicare, various insurers, and others have established pay for performance programs, which use an approach that combines structure and process measures. Although some show promise, numerous barriers remain.
Ronald Paulus, M.D., M.B.A., Quovadx, Inc.

 Selling Debt: An Alternative For Aging Accounts Receivables HCT Project Volume 2, July 17, 2004
Health care receivables/credit managers can sell old accounts receivables for cash that had previously been written off as uncollectable.
Vilis Ozols, CR Software, Algis Penkiunas, MEDCLR, Walter Dedrick, Independent Consultant

 Technology, Health Plans, and the Consumer HCT Project Volume 2, July 17, 2004
Consumer-directed plans can ease an employer’s financial burden but engender new costs and challenges – highlighting the need for technology solutions that can support them.
Jeff Margolis, TriZetto

 The Importance of Stakeholders Talking and Listening Together HCT Project Volume 2, July 17, 2004
There can be no reform unless all components of the system understand how each other’s business models work together and at cross purposes.
William L. Bruning, Mid-America Coalition on Health Care

 ABCs of Partnering HCT Project Volume 1, July 01, 2003
The resources, knowledge, and experience required for a successful clinical transformation initiative are immense. So are the risks. Only a collaborative, “partnering” relationship among the system buyer, the system vendor, and the clinical transformation consultant can devote sufficient time and resources, and the right methodologies to drive the Clinical Information System to its desired future state.
Jay Toole, Capgemini, Carol Belmont, Capgemini, Kathleen Meredith, R.N., M.S.N, M.B.A., Capgemini, Robert B. Williams, M.D., Capgemini

 Are You Ready? HCT Project Volume 1, July 01, 2003
Before heading full-speed in the direction you think you want to go, be sure you know where you are coming from. Assessing the readiness of your organization to adopt new processes and technologies is a vital first step that prevents unpleasant and costly surprises later on.
Joe Poats, Accenture, Michele Salvaneschi, R.N., Capgemini

 Denial Management: The Last Mile in Predictable Revenue Collections HCT Project Volume 1, July 01, 2003
The gateway to reducing denial rates and meeting projected revenue collection is a thorough understanding of reimbursement contracts, payer procedures, and claim denials. Proactive denial management software applications that adapt to the latest payer denial strategies can further decrease denial rates.
Thomas Stevens, Altary

 Funding HCT Project Volume 1, July 01, 2003
An advanced clinical information system, like almost everything associated with health care, can be cost prohibitive in today's challenging environment. Achieving a reasonable return on investment is not just related to choosing the right software package or technology; it is also related to leveraging the capabilities of the technology to enable and sustain significant change in a hospital’s core business and clinical processes.
Jay Toole, Capgemini, Charlene Bonvissuto, R.N., Capgemini

 GE Healthcare Financial Services' Size, Strength and Service Help TRA Expand HCT Project Volume 1, July 01, 2003
A multi-location radiology group with over 20 physicians on staff, TRA Medical Imaging Centers serves four hospital departments of radiology and several outpatient imaging sites throughout the Puget Sound area of Washington State. TRA offers a comprehensive range of diagnostic imaging services, including CT, MRI, open MRI, PET, nuclear medicine, fluoroscopy, ultrasound, imaging guided biopsy, mammography, bone densitometry and X-ray.

 Interview with John Glaser, ABCs of Evaluating Technologies Worth Your Investment HCT Project Volume 1, July 01, 2003
John Glaser, CIO of Partners HealthCare, explains the ABCs of evaluating which technologies are worth your investment.
John Glaser, M.D., Partners HealthCare

 Looking Outside: Using External Capital Sources to Overcome Budget Constraints HCT Project Volume 1, July 01, 2003
The most significant barrier to implementing information technology is the lack of financial support. A partner who understands health care, and who can arrange the best funding package available, can help health care organizations not only improve their core business processes, but also integrate disparate systems to improve patient safety.
Dan Morse, GE Healthcare Financial Services

 Managing the Risks: Are You Scared Yet? HCT Project Volume 1, July 01, 2003
Nervous about the risks involved in implementing an advanced clinical information system? Good! Anxiety motivates caution and a thoughtful quest for answers to hard questions. The question is: are you anxious enough? Here are reasons your anxiety is justified.
Manuel Lowenhaupt, M.D., Accenture, Michele Salvaneschi, R.N., Capgemini

 Measures That Matter HCT Project Volume 1, July 01, 2003
Measuring is a way to assess and improve performance. It is important to measure the things that matter to stakeholders: the quantitative and qualitative aspects of service, quality, and financial performance.
Brent Barnhisel, M.B.A., M.H.A., Capgemini

 Measuring Return on Investment HCT Project Volume 1, July 01, 2003
What gets measured gets implemented. Measuring ROI is essential not only to determining whether a clinical transformation initiative is successful, it is also key to making it a success. Monitoring financial and quality performance along the way helps keep project implementation on track.
Douglas Beaudoin, Capgemini, Marj Bogaert, R.N., M.S.N, Capgemini

 Negotiating a Success-Oriented Contract HCT Project Volume 1, July 01, 2003
The complexity and high costs of new information technologies merit more strategic agreements to ensure value realization. HCO managers and analysts should approach contracts with the objective of getting full value from new systems. Clear vendor agreements on a host of issues from initial system costs, to help with clinician adoption, are crucial.
Richard D. Mager, Dearborn Advisors, LLC

 Patient Access HCT Project Volume 1, July 01, 2003
A patient's entry into and discharge from the hospital are points of contact that can affect the patient's satisfaction with the entire hospital experience. Fragmented information systems with disparate applications for handling patient registration, insurance and authorization processing, billing, scheduling, and clinical processes must give way to fully integrated systems to prevent loss of revenue and dissatisfied "health care consumers."
Deborah Maslia, Capgemini, Linda McAuley, Capgemini

 Payment Card Utilization in the 21st Century HCT Project Volume 1, July 01, 2003
Health plan administrators, employers, and consumers are looking for ways to increasingly utilize card programs and leverage technology to create a positive experience with health care providers. Pre-paid, credit and debit, corporate, and smart cards can help to facilitate that experience.
Mike Fontana, Mastercard Worldwide

 Question & Answer with David Muntz, Senior VP and CIO of Texas Health Services HCT Project Volume 1, July 01, 2003
David Muntz asserts that while technology is not the endpoint, it can help alleviate an escalating sense of chaos people seem to feel.
David Muntz, Texas Health Resources

 Question & Answer With John Haughom, M.D., Senior VP of Health Care Improvement at PeaceHealth HCT Project Volume 1, July 01, 2003

PeaceHealth

 Smart Cards and Clinical Care Delivery HCT Project Volume 1, July 01, 2003
In the search for fast, secure, and accurate patient clinical information storage, smart cards offer advanced options to care providers and patients. Smart card technology allows health care providers and health care organizations to streamline medical processes, participate in secure health care data exchange, as well as increase quality of service through improved data access.
Dr. Bruno Lassus, D.D.S., Gemplus

 Special Interview With Jim Gabler, Director of GartnerGroup's Healthcare Industry Research and Advisory Services HCT Project Volume 1, July 01, 2003
Gartner's Jim Gabler believes it's crucial to build in an understanding that business accountabilities drive IS projects.
James M. Gabler, Gartner, Inc.

 Technology in Health Care: Building an Integrated Infrastructure HCT Project Volume 1, July 01, 2003
A significant obstacle to making clinical care available one is system interoperability. Designing and implementing a modern replacement for limited-interoperability legacy systems can be an expensive, chaotic, and time-consuming endeavor. A less disruptive and costly alternative is to add an XML-based integration layer over existing systems.
Mark Blatt, Intel Corporation

 The Need for Transformation HCT Project Volume 1, July 01, 2003
The lessons of the past are clear: Effectively using technology in the health care industry requires redesigning core clinical business processes. Though past investments in information technology have yielded disappointing business results, future competitiveness requires integrating and automating processes. Powerful, reliable, and flexible tools now exist that can support the workflow of clinicians.
Jay Toole, Capgemini

 Top 10 Pitfalls HCT Project Volume 1, July 01, 2003
Implementing an advanced clinical information system is a complex undertaking, fraught with dangerous pitfalls. Knowing the most common fallacies and misconceptions can help decision makers avoid costly mistakes.
Manuel Lowenhaupt, M.D., Accenture