A quick and cost-effective transition from paper to electronic medical records helped Dublin Primary Care streamline staffing, improve care processes, shorten the revenue cycle, and prepare for upcoming payment reform.
HP Simplifies Foundation Care Services to Deliver Just-in-Time Pan-IT Support Dana Gardner
Transcript of a sponsored podcast discussion on how HP has allowed CIOs to make easier choices about which support plan fits their need best at the most effective cost.
This PPT will help you to know economical benefit of video conferencing in different sector. It is on educational level. It will not work as a professional level presentation. this ppt required more facts and figure to actually need that data. MBA, BMS, or any educational level presentation will get much more data from it, This will be sufficient for student level presentation
HP Simplifies Foundation Care Services to Deliver Just-in-Time Pan-IT Support Dana Gardner
Transcript of a sponsored podcast discussion on how HP has allowed CIOs to make easier choices about which support plan fits their need best at the most effective cost.
This PPT will help you to know economical benefit of video conferencing in different sector. It is on educational level. It will not work as a professional level presentation. this ppt required more facts and figure to actually need that data. MBA, BMS, or any educational level presentation will get much more data from it, This will be sufficient for student level presentation
Strengthening Financial Performance - Learn how New England Cancer Specialists increased productivity by 36%. Access the complete webinar from within the ppt.
Optimizing Revenue Cycle Management: Centricity Business at Saint Francis Hea...GE Healthcare - IT
For large hospitals and small provider practices alike, healthcare
reform and changing reimbursement models have introduced
significant new challenges to the business. It is now more important
than ever for organizations to have a well-designed revenue cycle
management (RCM) strategy in order to optimize their revenue cycle,
prepare for change, and maximize revenue. At the same time, mergers
and acquisitions among U.S. hospitals and physician practices add to
operational complexity, and with most hospitals employing a wide
vendor portfolio of HCIT solutions, these challenges further the
importance of running a tight financial enterprise. The inability to
effectively monitor and proactively manage the revenue cycle can
destroy profitability and make it difficult to focus on what matters
most — delivering outstanding care to patients.
Proven Techniques to Boost Lean Implementation in Your Emergency DepartmentEmCare
Six facilities of a national hospital chain located in the Southeast United States teamed up with EmCare® to review recent best practice publications, incorporate individual ideas, implement changes, modify processes and develop a standard best practice recommendation for efficient, quality ED care. The main goal was to satisfy the patient’s primary need in presenting to an ED – the desire to see a physician as soon as possible.
The concepts herein have been proven to work in various size and volume EDs. The following chart outlines the descriptions of the six facilities involved in this effort.
QIPP end of life care event report - Great practice showcase – Birmingham (28 February 2012) - 05 September 2011
The Midlands and East QIPP end of life care great practice showcase event was held in February 2012. It brought together over 80 commissioners, end of life care managers and clinical staff to learn more about the tools and resources available to meet the QIPP challenge at end of life.
The event report summarises the key learning from the day, including an overview of presentations, links for further information on marketplace exhibitors and good practice case studies looking at:
Find your 1% campaign
e-Learning for care homes in the East of England
Time to Talk initiative across NHS East Midlands
The use of mobile working devices for Birmingham hospice staff.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
O2 now have a Specialist Proposition for the Health Centre. As a O2 Centre of Excellence - Signal Telecom are able to use a Consulative approach to help Health Care Professionals source the best solutions for their needs.
Topline IT Solutions is known for providing innovative software products, our clinic management software is one of the best available software in Dubai market today. Topline Specializes in Healthcare Software UAE Solutions from last few years in Dubai, UAE. Our Medical Center Management Software is tailor made to suit clinics from small to midsize to big polyclinic setups.TABLET 7 Clinic Management Softwareis a full comprehensive solution from appointments to billing and claims management.
This slideshow was featured in our free webinar, in which Dr. Glen McCracken covered the top reasons why physicians don’t use telemedicine, and why those excuses just don't hold up to facts. Not sure about telemedicine, trying to convince a skeptical colleague, or just want to learn more about the benefits of offering evisits? You'll find what you're looking for in these slides.
Although telemedicine has been around for awhile, the idea of holding virtual visits, or “evisits,” with patients is still relatively new. So it’s only natural that not everyone understands how this new kind of care delivery works. Some healthcare providers might even have decided against telemedicine for reasons that seem logical but are actually unsupported.
This presentation clears up some of the questions surrounding health tech and practice management. If you like these slides and would like to sign up for future webinars, subscribe to our newsletter at http://evisit.com/blog.
Strengthening Financial Performance - Learn how New England Cancer Specialists increased productivity by 36%. Access the complete webinar from within the ppt.
Optimizing Revenue Cycle Management: Centricity Business at Saint Francis Hea...GE Healthcare - IT
For large hospitals and small provider practices alike, healthcare
reform and changing reimbursement models have introduced
significant new challenges to the business. It is now more important
than ever for organizations to have a well-designed revenue cycle
management (RCM) strategy in order to optimize their revenue cycle,
prepare for change, and maximize revenue. At the same time, mergers
and acquisitions among U.S. hospitals and physician practices add to
operational complexity, and with most hospitals employing a wide
vendor portfolio of HCIT solutions, these challenges further the
importance of running a tight financial enterprise. The inability to
effectively monitor and proactively manage the revenue cycle can
destroy profitability and make it difficult to focus on what matters
most — delivering outstanding care to patients.
Proven Techniques to Boost Lean Implementation in Your Emergency DepartmentEmCare
Six facilities of a national hospital chain located in the Southeast United States teamed up with EmCare® to review recent best practice publications, incorporate individual ideas, implement changes, modify processes and develop a standard best practice recommendation for efficient, quality ED care. The main goal was to satisfy the patient’s primary need in presenting to an ED – the desire to see a physician as soon as possible.
The concepts herein have been proven to work in various size and volume EDs. The following chart outlines the descriptions of the six facilities involved in this effort.
QIPP end of life care event report - Great practice showcase – Birmingham (28 February 2012) - 05 September 2011
The Midlands and East QIPP end of life care great practice showcase event was held in February 2012. It brought together over 80 commissioners, end of life care managers and clinical staff to learn more about the tools and resources available to meet the QIPP challenge at end of life.
The event report summarises the key learning from the day, including an overview of presentations, links for further information on marketplace exhibitors and good practice case studies looking at:
Find your 1% campaign
e-Learning for care homes in the East of England
Time to Talk initiative across NHS East Midlands
The use of mobile working devices for Birmingham hospice staff.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
O2 now have a Specialist Proposition for the Health Centre. As a O2 Centre of Excellence - Signal Telecom are able to use a Consulative approach to help Health Care Professionals source the best solutions for their needs.
Topline IT Solutions is known for providing innovative software products, our clinic management software is one of the best available software in Dubai market today. Topline Specializes in Healthcare Software UAE Solutions from last few years in Dubai, UAE. Our Medical Center Management Software is tailor made to suit clinics from small to midsize to big polyclinic setups.TABLET 7 Clinic Management Softwareis a full comprehensive solution from appointments to billing and claims management.
This slideshow was featured in our free webinar, in which Dr. Glen McCracken covered the top reasons why physicians don’t use telemedicine, and why those excuses just don't hold up to facts. Not sure about telemedicine, trying to convince a skeptical colleague, or just want to learn more about the benefits of offering evisits? You'll find what you're looking for in these slides.
Although telemedicine has been around for awhile, the idea of holding virtual visits, or “evisits,” with patients is still relatively new. So it’s only natural that not everyone understands how this new kind of care delivery works. Some healthcare providers might even have decided against telemedicine for reasons that seem logical but are actually unsupported.
This presentation clears up some of the questions surrounding health tech and practice management. If you like these slides and would like to sign up for future webinars, subscribe to our newsletter at http://evisit.com/blog.
Features Cloud-Based Clinic Management Software in Dubai.pptxRiyafathima18
Discover the essential features you need in Cloud-Based Clinic Management Software in Dubai. Streamline your healthcare practice with our comprehensive guide to the top features you can't afford to miss.
How Neuro Spinal Hospital used MEG to Streamline and Automate Document Manage...MedicalEGuidesMEG
A case study on how MEG's Digital Document Management tool for healthcare helped Neuro Spinal Hospital, Dubai, UAE, streamline and automate their policy management processes
When you partner with NextGen Healthcare, you benefit
from our Implementation and Training professionals. You get a database built to your specifications and installed while we handle end user training, go-live support, and post-live assessment and optimization. We do that so you
can continue to practice medicine.
Thesis StatementI LeadershipA.B.C. II Individ.docxchristalgrieg
Thesis Statement:
I Leadership
A.
B.
C. II Individual Users
A.
B.
C. III Communication
A.
B.
C.IV Training
A.
B.
C.V Tools
A.
B.
Barriers of Change
Good evening. In an effort to assist managers in helping their staff adjust to an upcoming organizational change the facility system redesign team will be sharing some keys points as to why staff may objective to this change, but also provide some tools to help turn that tide. The system redesign team of will be provide these ideas in today’s presentation.
1
Agenda
Identify the organizational change
Describe the organizational change
Possible organizational and individual barriers to change
Possible factors that may influence the change
Motivational theories that will assist managers to motivate staff for the change
Today we will cover the organizational change is and its details. The possible organizational and individual barriers associated with this change. Possible factors that may influence this change and motivational theories that will assist managers to motivate their staff for this change.
2
Identify Organizational Change
Moving from paper medical records to electronic medial records (EMR)
A seven year process the federal government has been trying to work towards
Culture shift for all staff to become proficient in computer use and associated EMR program
Sharing information with competing health care facilities
Recognition by the American Hospital Association being a “Connected Hospital”
In Oct 2015, the U.S. News & World Report shared what the top 159 hospitals are that “have shown a commitment to use digital data in key aspects of patient care” (2015). Our organization happens to not be one of these. To remain competitive and to hold true to our mission statement of …”providing the best care to our patients…” the executive staff has decided to aggressively move towards using electronic medical records (EMR) in all that we do with our patient care.
Our facility is seven years behind in working towards the national goal of all medical records being electronic. The executive staff and facility board are well aware of the challenges we will face in making this transition, but they are confident with taking the correct steps in implementing an EMR system and training staff, this organization may soon find itself being one showing “commitment to their patients” on a national level.
A culture shirt in the way we use technology will need to occur as we embark on this change. The fear of sharing information needs to be subsided as sharing will actually strengthen our relationships with our patients vice pushing they away. This sharing will show how committed we are in ensuring that wherever they go to receive continued care that those medial staff will have access to their medical history and mitigate the chances of anything concerning their health being missed.
Through our efforts, our patients will soon see on a national level, the commitment we have as work ...
This presentation about patient portals software includes product descriptions, screenshots and user reviews on top-rated vendors featured in SoftwareAdvice.com
Technical agility for an uncertain future
Uncertainty surrounding legislation, regulatory changes and payment reform bring up a critical question: which IT platform will meet our strategic goals for the future?
The presentation will tell you what a “best-of-breed” really means, and why an interoperable IT strategy will help you effectively navigate the changing healthcare landscape and achieve improved revenue cycle performance.
EMR and Practice Management Replacement 101 - 8 tips to get you started (bt)GE Healthcare - IT
If you are considering replacing your EMR or Practice Management Software, or both, here are some helpful tips to help optimize your investment of time and money. - 8 tips to get you started!
EMR and Practice Management Replacement 101 - 8 tips to get you started (at)GE Healthcare - IT
If you are considering replacing your EMR or Practice Management Software, or both, here are some helpful tips to help optimize your investment of time and money. - 8 tips to get you started!
The Medical Quality Improvement Consortium from
GE Healthcare is a rapidly growing community of over 500
Centricity* Practice Solution (CPS) and Centricity EMR (CEMR)
customers who contribute de-identified patient clinical data to
a centralized data warehouse to enable quality benchmarking,
Meaningful Use reporting, public health reporting, and research
opportunities. Data from over 25,000 providers and approximately 25 million unique patient records are represented in
the data warehouse today.
Ammonoosuc Community Health Services EMR Medical Record Case StudyGE Healthcare - IT
For Ammonoosuc Community Health Services, an Electronic Medical Record proves essential in delivering award-winning care and achieving Level 3 recognition as a patient-centered medical home
Accountable Care Organizations - Early Lessons Learned from Strong Revenue Cy...GE Healthcare - IT
When the Centers for Medicare and Medicaid (CMS) Innovation
announced plans to select organizations for its Shared Savings
Accountable Care Organization program in April 2011 via a proposed
rule, reactions within the healthcare community were mixed. Some
were excited by the prospect of a push for more coordinated and
integrated care networks, while others criticized the specifics of the
proposal, concerned that the level of provider risk and other provisions
would make the model unsustainable over time. Subsequently, the
Centers for Medicare and Medicaid Services (CMS) issued a Final Rule
on Shared Savings Accountable Care Organizations (ACOs) that was
much more positively received throughout the healthcare community.
CMS then followed the Final Rule with an April 2012 announcement,
adding 27 initial Share Savings ACOs to its original 32 Pioneer ACO
group. With this backdrop in place, it’s clear that accountable care
is more than the latest healthcare buzzword. Today, there is a clear
change in the focus of healthcare providers, with an emphasis on
shifting the focus of payment for hospitals, physicians, and other
healthcare entities towards integrated care and a focus on value and
quality of care rather than the volume of services provided.¹
Healthcare by Any Other Name - Centricity Business WhitepaperGE Healthcare - IT
Whether referred to as integrated healthcare or accountable care, the
current focus on new healthcare models is a reaction to long-standing
concerns around quality, cost, and efficiency. Many of these issues stem
from care delivery systems that have been:
• Directed more at episodic treatment than prevention and early intervention
• Fragmented rather than integrated and coordinated
• Focused on patient eligibility and billing rather than patient engagement
within and outside of the care setting
• Customized to the idiosyncrasies of individual facilities rather than
standardized across care sites
• Rewarded more for volume than for quality and cost outcomes
The resulting inefficiencies have made healthcare less effective, less safe,
and more costly than can be tolerated, particularly against the backdrop of
a challenging worldwide economy. The old dictum ‘if you provide healthcare,
they will pay’ no longer applies. Public payers, private payers, and regulatory
agencies are wielding both carrots and sticks to drive healthcare organizations
toward greater coordination, demonstrable quality, and measurable
cost control.
The consensus on what ails our health systems, as well as the availability
of new technologies, has led to the creation of new models of delivery,
such accountable care organizations and integrated health organizations.
By whatever name, these healthcare models are designed to promote
accountability and improve outcomes for the health of a defined population.
The Need to Embrace Profit Cycle Management in Healthcare - WhitepaperGE Healthcare - IT
Executive Overview
Healthcare organizations have been operating under a fee-for-service
model for many years. As such, financial leaders have become well
versed in implementing revenue cycle management systems and
processes that primarily focus on the money that comes into an
organization. Today, a new need is emerging. Healthcare reform
and other system changes are moving the industry toward hybrid
payment models such as bundled payments, shared savings, and
capitation. To thrive in this new environment, financial leaders need
to move toward profit cycle management – an emerging model
that matches the revenues from new payment models with an
improved understanding of the true costs to deliver patient care.
The result: Positive financial performance – even in the face of
declining payments – that can be reinvested in the mission to
provide better care.
The foundation of any business or household is profit, defined as
revenue net of expenses (and applicable as such even to not-for-profit
organizations). Regardless of whether you are start-up, a Fortune 500
company, or a family of four, you need to ensure that you are bringing
in more money than you are spending. In many businesses, the
formula to determine your “profitability” is fairly straightforward.
In healthcare, however, the situation is significantly more complex,
as existing and new payment models make it difficult to determine
exactly how much revenue is going to come in the door. On the cost
side, the move to accountable care and value-based payment has
shifted the management of risk and cost onto the providers and
delivery networks, yet most providers lack the tools that would
provide a detailed understanding of the costs required to deliver
quality care, especially when that care is delivered in multiple
locations. A new model of software tools is required – representing
the next generation of revenue cycle management tools and an
emerging class of healthcare cost accounting tools. The end goal?
A solution for profit cycle management that will help organizations
generate a positive financial performance and can be reinvested
in the mission to provide better care.
This change will not happen overnight. Rather, it will be an evolution
over the next five years, as integrated delivery networks update
their revenue cycle solutions to accommodate the new payment
models, and as they deploy new activity-based costing solutions.
Proven revenue cycle management supporting profitability in an era of healthcare reform.
Profitability, efficiency, and enhanced quality of care
A proven, next-generation healthcare revenue cycle management solution that supports traditional and accountable care reimbursement models, Centricity* Business delivers proven revenue cycle
performance.
Electronic data interchange and proactive services for Centricity revenue cycle management customers.
Centricity EDI Services combines revenue cycle expertise and proven
services to help speed up the revenue cycle and increase productivity. Proactive
monitoring and support help to detect payer issues — often before you even realize
there’s a problem.
Key features
• Tight alignment with payers ensures mandates, updates and other payer-specific adjustments are addressed and communicated
• Management of payer connections and ownership of payer issue resolution
• Web-based tracking and reporting of all pertinent data, including transaction volumes, file and claim levels, rejection highlights, and rejection details
• Best-practice workflows and automated task management to streamline follow-up
• Notification of changes in payer processing to ensure continuous transactions
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
HOT NEW PRODUCT! BIG SALES FAST SHIPPING NOW FROM CHINA!! EU KU DB BK substit...GL Anaacs
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We specializes in exporting high quality Research chemical, medical intermediate, Pharmaceutical chemicals and so on. Products are exported to USA, Canada, France, Korea, Japan,Russia, Southeast Asia and other countries.
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...
Smooth transition, strong returns - Dublin Primacy Care Case Study
1. Smooth transition,
strong returns
A quick and cost-effective transition from paper to electronic
medical records helped Dublin Primary Care streamline staffing,
improve care processes, shorten the revenue cycle, and prepare
for upcoming payment reform.
2. Summary
Dublin Primary Care, based in Colorado Springs, CO, is a medical practice with
nine physicians dedicated to helping patients achieve and maintain healthy,
productive lifestyles. The practice is founded in the belief that high-quality
healthcare requires personal and comprehensive services and the active
involvement of every patient. Clinical services include pediatric, adolescent
and adult primary care, sports medicine, gynecological care, and minor
emergency care.
Centricity Practice Solution has helped the nine-physician Dublin Primary Care
practice cut costs and increase operating efficiency. The implementation was
fast and cost-effective because the practice took a positive attitude and chose
overnight activation instead of a phased approach. In the future, leaders believe
the software will continue to help the practice thrive through upcoming payment
reform. Deborah Milburn, administrator for the practice, based in Colorado
Springs, CO, notes, “What motivated us to move was that the world was
changing, and we felt that we needed to change with it.”
The transition from paper to electronic records has:
• Achieved one-year return
on investment.
• Reduced FTEs by more than
one per physician.
• Reduced days in accounts
receivable from 60-90 days
to 30-45 days.
• Provided analytics that
improve understanding of
finances and patient trends.
• Provided intuitive and practical
tools that help enhance
patient care.
• Helped demonstrate improved
outcomes for reimbursement
negotiations with payers.
3. Going electronic was worth
the investment
Physician-owned Dublin Primary Care was an early
adopter of medical practice technology. Between July
2002 and February 2003, Dublin transitioned its practice
management software to Centricity Practice Management
and adopted an early, separate EMR application. By 2006,
the practice upgraded to Centricity Practice Solution, a
more advanced, integrated PM and EMR software.
Dublin Primary Care knew medical technology was an
important part of its long-term strategy. By acting on its
vision of the future, Dublin has seen numerous financial
benefits. Milburn reflects that adoption of an EMR in 2002
“took away a number of headaches we faced with paper
charting, like misfiled charts and illegible and incomplete
notes. For example, in the paper world, a doctor might write
out a prescription and then get distracted and fail to put it
in the paper chart. Now doctors enter the prescription in the
system – the next time they see the chart, it’s going to be in
there. And we’re not having to call the pharmacy because
once it’s in the system, the prescription is already sent.” The
EMR reduced lost time that was costing the practice money.
The technology also allowed Dublin to streamline clerical
functions, helping to create a return on the investment after
about one year, according to Milburn. In the paper world, the
practice had eight billers; in the electronic world it needs only
four because billing data entry is eliminated. The medical
records staff decreased from eight to two people, who today
scan information into electronic charts.
A single, integrated database
enabled further streamlining
In 2006, the practice replaced its first-generation EMR with the
more sophisticated EMR module of Centricity Practice Solution.
Milburn notes that Dublin’s selection of the integrated EMR and
PM system had a number of benefits. “We were already with
GE on the practice management side.” says Milburn.
“The immediate advantage was that it put our EMR and PM
solution on a single database. With a single database, there
are no issues with interfaces between different products.
We work with one vendor, and if we need support, we get it
from one source.
“A single database also improves coordination. There is no
double data entry. In our registration process, we verify that
we have the correct patient information. Once we have that,
it runs throughout the system, so that anybody who needs or
wants it can find it, whether in the chart module, scheduling,
registration or billing.”
The PM solution flags errors in insurance claims so that staff
can correct them before submittal. In addition, electronic
remittance now automatically assigns payments to the proper
patient accounts, greatly reducing payment data entry.
Overall, going electronic and then transitioning to Centricity
Practice Solution, allowed Dublin to reduce staff by more
than one FTE per physician – ultimately streamlining its FTE
count per provider to 3.67, well below the 4.87 median quoted
by the Medical Group Management Association. In addition,
days in accounts receivable dropped from 60 to 90 days in
the paper-based world to 30 to 45 days at present.
“With a single database, there are
no issues with interfaces between
different products. We work with
one vendor, and if we need support,
we get it from one source.”
Deborah Milburn
Administrator
Dublin Primary Care
“We looked at other EMRs and found
that GE was the best solution for our
needs. Centricity Practice Solution is
very user-friendly.”
Deborah Milburn
Administrator
Dublin Primary Care
4. Implementation was fast and cost effective –
with the right approach, attitude, partner,
and product
While practices are often concerned that the disruption
caused by going electronic may outweigh the eventual
benefits, Dublin’s experience shows that even small practices
can make the transition successfully without breaking the
bank or the practice.
“Flipping the switch” overnight
accelerated implementation
While implementing its first EMR in 2002, and when migrating
to Centricity Practice Solution in 2006, Dublin chose a rapid
changeover instead of a phased approach. The primary
reason was the additional cost to run and maintain two
separate systems during the transition.
When Dublin adopted its first EMR, “We were looking for zero
cost impact to our practice,” Milburn says. “If you have an
EMR, you no longer need to buy paper charts and dividers
and shelves to house them. You no longer need staff to purge
the records every year and put them in storage. You no longer
have transcription costs. But for those costs to go away,
you have to fully implement the new system. We truly used
a ‘big bang’ approach. The doctors were willing. We just
decided to get everyone trained and just go live one morning.”
A can-do attitude limited
implementation obstructions
“You need to approach it with the attitude that failure is not
an option,” says Milburn. “My favorite expression is, ‘Everybody
is on the train, and nobody can get off.’ You can’t let anyone
sabotage the implementation. If our doctors wanted to
complain, that was fine, but they had to come into my office
and shut the door. And when that door opened, they had
to be supportive.”
Implementation success was also linked closely to the
confidence of the personnel in the security of their jobs
during such a drastic change. The practice reduced staff
without layoffs. “Your team needs to implement the changes,
so you can’t have a fearful staff,” says Milburn. “We let
everyone know that no one would be getting a pink slip –
that we needed everybody here to do this, we lost people
through natural attrition and those positions were
never replaced.”
Benefits experienced
by Dublin
• No issues with EMR-PM interfaces
• Single-vendor support
• Improved coordination
• Reduced data-entry
• Faster claims processing
“Centricity Practice Solution
makes life easier for our physicians
because they have everything
at their fingertips.”
Deborah Milburn
Administrator
Dublin Primary Care
5. Partnering with the right vendor
increased return on investment
Milburn reflected that partnering with an experienced and
supportive vendor made the implementation easier and more
affordable. A GE Healthcare team led preparatory training
classes and stayed on site for three days after go-live to help
users as they learned on the job. Initially, physicians stayed
late to fully understand the process of completing notes and
documentation. Physicians kept their usual patient loads
and schedules so that revenue was not sacrificed during the
short-term transition. They soon learned how to document
as quickly as with paper charts.
Lacking the financial resources for an in-house IT staff, Dublin
handled the IT side of the implementation with support from
GE Healthcare and a local vendor partner that handles the
practice’s hardware issues. “The relationship with GE has been
very important,” Milburn says. “They support us on anything
related to the software and on any problem we can’t resolve.
GE support people can access our system remotely, so they
can see what I am seeing, and I can then see what the solutions
are. That is very beneficial – it makes things happen quickly,
and when you have an issue, that is what you want.”
Intuitive software made
implementation easier
and more cost effective
Milburn notes that “We looked at other EMRs and found that
GE was the best solution for our needs. Centricity Practice
Solution is very user-friendly.” The intuitive nature of the system
helped the practice prepare its team for the technology with
minimal training and make the transition literally overnight.
In addition, Dublin purchased the Centricity Clinical Content
forms and used them “straight out of the box,” without trying
to edit them before go-live. “I think it’s a waste of resources
to try to edit a product you haven’t used yet,” says Milburn.
“It’s far better to use the product for a month or so, and then
bring your doctors together and let them all agree on what
they like and don’t like. Then you can edit the templates, and
you’re all speaking the same language.”
50% Fewer Days in A/R
Before going electronic
After going electronic
4.87
3.67 25%
25% Fewer FTEs
per Provider
MGMA Median
Dublin Primary Care
60-90
30-45 50%
6. A powerful platform helps Dublin build its best
practice now and in the future
Dublin selected Centricity Practice Solution for more than
just its near-term benefits. The aim was to find a powerful
software platform that would help make the practice’s
decision-making smarter, so it could continue to enhance
its performance both financially and clinically over time.
Strong analytics and intuitive,
practical tools help Dublin continue
to improve finances and enhance
patient outcomes
Analytics drawing on the data within the Centricity Practice
Solution database help physicians and staff extract detailed,
actionable information in many areas: financials, patient
volumes and trends in diagnoses, among others. “We can
ask the what-if questions,” says Milburn. “It allows us to really
get down into the detail of what’s happening in our practice.”
For example, the staff can determine charges and payments
for the practice by payer and thus monitor payer balance
and keep tabs on collection percentages.
Centricity Practice Solution also offers a number of intuitive,
practical tools that help Dublin enhance clinical outcomes.
For example, patient alert notes help Dublin communicate
any information that all staff members need to know about
a particular patient – such as the fact a hearing impaired
person will need an interpreter. Reports on open orders
serve as a “tickler file,” making it easy for staff to identify
patients who need important preventive care, such as routine
mammograms, and remind them to make appointments.
With a user interface designed with extensive input from
clinicians, Centricity Practice Solution “makes life easier
for our physicians because they have everything at their
fingertips,” says Milburn. “That improves communication
between the physicians and helps them to provide good
care.” Milburn notes that the system presents information
in organized and easily accessible formats, so that if
patients want a medication list or an immunization
form, it can be printed quickly, helping them take more
ownership of their care.
Centricity Practice Solution is helping
Dublin prepare for payment reform
In addition to helping Dublin reach its full potential as a
practice, Centricity Practice Solution is helping the practice
prepare for and take advantage of upcoming changes in the
healthcare industry, such as payment reform. One powerful
feature of Centricity Practice Solution is the ability to report
on clinical data. By documenting notes in reportable data
fields, providers can later analyze care delivered and look
for additional ways to improve outcomes.
Dublin is a member of GE Healthcare’s Medical Quality
Improvement Consortium (MQIC), which enables the
practice to benchmark its quality metrics against a
nationwide database of nearly 30 million de-identified
patient records and against widely recognized quality
standards. In conjunction with MQIC, Centricity Practice
Solution facilitates the reporting of clinical data that
payers increasingly demand.
“Today, when our payers report quality measures, they
are using billing data, because that is all they have,” says
Milburn. “Going forward, they will want to know, for example,
how many diabetic patients are within a certain level for
A1C? How many have had a foot exam in the last year?
You don’t get that information from claims data. You do
get it from the EMR. That is what we’re working with them
to provide, and MQIC is the tool we are using.”
Centricity Practice Solution’s use of structured, reportable
data and standardized clinical terminology is helping
Dublin not only prepare for the future, but also make
the most of it. The practice hopes to convince payers
to increase reimbursement by sharing reports that
benchmark Dublin’s quality of care information against
similar practices, and also by demonstrating that Dublin’s
patient outcomes are improving.
Parting Words
Milburn notes that it is feasible to choose the right EMR
and implement it successfully. “Centricity Practice Solution
makes life much easier. I can’t imagine any of our physicians
ever wanting to go back.”
Her final advice to physician practices implementing EMR
and practice management solutions: “Do it right the first
time. Keep your operational policies working well. Put your
providers in the rooms so they can see the patients. Then
your system just enhances the quality of everything.”