October, 2015:

Lessons Learned – Allscripts PM V14 Upgrade

Culbert recently engaged with a client who requested assistance to successfully accomplish their Allscripts PM V 14 upgrade. It was a great opportunity for them to assess current practices and incorporate optimization of workflows, policies and procedures to ensure consistency across their large, multidisciplinary organization.

As with any project, there were lessons learned along the way revolving around preparation, planning and execution. Some of those learnings included:

  • Preparation – establish your PM support team

Who will assist in understanding the new functionality and its impact on your system set up and current workflows? This team needs to be comprised of members across all departments in your organization.  IT may lead, but you will benefit most by including Finance and Operations.  Reach out to Finance to establish those that are responsible for standard reporting.  Work with operations managers, supervisors and front end users to identify the potential impacts on day-to-day activities.  Also, make sure your Allscripts application support is in place when discussions regarding upgrade begin.  In our most recent experience, the Practice Management application support was not identified early enough and was inconsistent throughout the implementation process.  Having a single source to work with would have significantly streamlined things.

  • Planning – establish your upgrade database

Establish your own plan regarding implementation and testing. Don’t rely solely on the vendor.  In addition, know the database where you want your testing to take place.  During our implementation, the decision between TEST and TRAIN databases was a back and forth issue for some time.  Ultimately, the decision to load the upgraded version into TEST was made by IT and Allscripts agreed to update the database with a current copy of PROD.  This was helpful in training users, and duplicating some automated processes.  Unfortunately, there were few options available to allow complete testing of interfaces.  Based on your organization’s number and complexity of interfaces, be prepared to address issues at go-live that could not be properly tested.

  • Testing – create your testing plan

Have a testing plan and issues-tracking process ready for your team to implement as soon as your testing environment is established. Since Allscripts does not provide, nor recommend any formalized testing plan, be as thorough and specific as possible when identifying items to be tested and re-tested and how issues will be documented and quantified.   Ask your PM resource for a list of previously-identified issues and bugs from the version being implemented and ensure those that impact your organization are included in the testing plan.

  • Execution – go-live date

Choose a go-live date that works for your organization. Give yourself enough time, based on your available resources, to completely test all functionality and document current issues.   Ensure your issues list establishes a “no go” threshold that would push your go-live date until resolved or that the work-arounds provided are acceptable to your organization.  Remember to assess the workflow, manpower and financial implications of any work-around, and establish a reasonable time frame for resolution.

Lastly, if you are performing both EHR and PM upgrades concurrently, as this organization did, ensure that your voice on the upgrade team is heard. Underscore your importance in the process and insist on specific follow up dates and people responsible for resolution and assistance.

 

 

 

 

Culbert Attending 12th Annual Connected Health Symposium

Culbert Healthcare Solutions will be attending the 12th Annual Connected Health Symposium in Boston on Oct 29th and 30th.

This year’s conference is called “The Internet of Healthy Things: Integrating Connected Health into Real World Care Delivery”. With a focus on trends at the intersection of technology and new models of health care delivery, the Symposium convenes thought leaders in an effort to grow the rapidly-expanding connected health marketplace.

Brad Boyd-VP Sales & Marketing -Culbert Healthcare Solutions will be attending

MIR_3989-Brad Boyd

Brad Boyd -VP Sales & Marketing

Jaffer Traish- Epic Practice Director- Culbert Healthcare Solutions will be attending

Director Epic Practice

Jaffer Traish-Epic Practice Director

Is an MSO Right for your Health System?

All Health Systems seek to strengthen physician loyalty. One way to do so is to create a formal structure through the creation of a Management Services Organization or MSO.  MSO’s provide a wide array of practice management and administrative support services to physician group practices, Independent Physician Organizations or IPA’s and Physician Hospital Organizations or PHO’s.

Some common support services that a Health System may offer could include practice management and billing services, participation in the Health System’s centralized call center for ease of patient access, the use of the organizations’ electronic medical record, provider credentialing and payer enrollment services. Some MSO’s offer programs to provide malpractice insurance at group discounts, equipment and facilities leasing at discounted rates and human resources services to include shared staffing and affordable fringe benefits packages.

The advantages of being a part of an MSO are numerous for physicians who may be in private practice or part of a small physician group. One advantage is that the physician is able to focus on patient-centered care without the distraction related to the responsibilities that come with running the business.  Additionally, becoming part of an MSO offers physicians the negotiating leverage with payers and other vendors without having to lose much desired autonomy and control. Over time, highly functioning MSO’s offer physicians the opportunity to participate in governance planning, compensation structures, and clinical quality improvement initiatives.

The key to developing a successful Management Services Organization is to develop strong relationships between Health System leadership and the physician participants. A clearly defined management agreement that illustrates what services the MSO will provide, a formal governance structure that provides ample physician representation and the promotion of a true partnership through strong communication channels is essential in taking the MSO to the next level.  When physicians trust that the MSO is working in the best interest of the practice based upon a history of credible performance, the opportunities for offering enhanced services that become increasingly affordable are plentiful.MIR_3944-Johanna Epstein

 

Culbert Healthcare Solutions Announces Premier Partnership with ConnexaHealth

Culbert Healthcare Solutions Announces Premier Partnership with ConnexaHealth

Culbert Healthcare Solutions Extends Leadership Team to Support Western Region Expansion

click link hererandy jones

MGMA15: Culbert Co-Presenting: Transitioning Patients to New Providers While Keeping Them Happy

 

Culbert Healthcare Solutions is pleased to announce that we will be co-presenting at this year’s MGMA

2015 Annual Conference with Robert Wood Johnson Physician Enterprise.

Transitioning Patients to New Providers While Keeping Them Happy

Monday October 12th 11:45-12:15

Introducing new providers to a practice can be a daunting process, with credentialing and marketing being just two of the numerous areas of concern. Equally important is how patients react to the new provider. Centered on a case study, this presentation will provide insights on successfully transitioning patients from a well-established physician who is heading toward retirement to a newly recruited physician who is set to replace him.

The presentation will discuss the potential pitfalls of replacing physicians and how to effectively introduce new providers without significantly increasing overhead or sacrificing productivity while maintaining strong patient satisfaction.

This session will provide you with the knowledge to:

  • Apply methods to maintain patient satisfaction during transitional periods
  • Design a cost-effective onboarding process for new providers to your practice
  • Utilize existing resources to transition patients among providers