Epic Clinical Optimization

Culbert’s combination of clinical operations, revenue cycle and strategic planning experience uniquely enables our optimization team to assess clinical productivity, specialty documentation, functional tool design and clinical content specificity. A collaborative approach to analysis is employed to ensure the optimization program reflects current utilization findings, clinical engagement and patient outcomes.
Common Findings
  • Deficient and underutilized clinical content requiring significant maintenance
  • Tools and data integrity not supporting organizational standards and initiatives
  • Identification of priority areas through utilization assessments to address substandard clinician engagement
Sample Engagement Approaches and Timelines
Epic Clinical Optimization
Culbert’s approach to clinical optimization begins with an in-epth current-state assessment based on your organization’s pre-xisting areas of concern and our initial discovery. Depending on size and scope, the initial assessment process can take between two and six weeks. Based on findings, recommendations and organizational approval, a three to twelve-month optimization phase begins. This phase includes engaging physician and clinic leadership with areas identified for enhancement, educating and soliciting relevant, high-impact changes or net-new content and proceeding with the build process with clear paths for validation and escalation to maintain your staff engagement long-term.
Recent Engagements and ROI
Scenario: We completed a combined clinical documentation and ICD-10 readiness assessment. Areas identified by the organization were low tool utilization and lack of physician engagement. As part of our assessment, poor user education and workflow inefficiencies were also identified. In an effort to engage departments prescriptively and efficiently, process improvements were found by opening new lines of communication with Revenue Cycle leaders and Coding and Compliance managers. We aided in identifying high-volume coding deficiencies in addition to pinpointing areas where the impact of new ICD-10 requirements would drive accurate patient acuity.

ROI: In a single specialty, documentation beneficial to both ICD-­‐10 and physician efficiency was identified and delivered. With highly relevant and intuitive SmartTools, physician leadership estimated that new build enabled providers to add 1-­‐2 patients per day. Efficiencies resulted from a reduction of time taken to identify orders and complete documentation. Conservative estimates increasing one patient per day over 40 weeks paired with the frequency of additional intervention showed an ROI of approximately $1.3M across 8 providers in the first year alone.