How Kelsey-Seybold Clinic recovered from a ransomware attack

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This past year, ransomware attacks cost healthcare organizations more than $20 billion, according to a study from Comparitech. Even more critical, however, is the risk to patient care continuity.

Data backup remains essential. Today, however, rapid restore is equally important to defend recover from ransomware other malicious attacks.

Martin Littmann, senior director, chief technology officer chief information security officer at Houston-based Kelsey-Seybold Clinic, has more than 30 years of experience in healthcare IT. He knows firsthwhat’s needed to successfully defend recover. 

After it experienced a ransomware incident, the clinic shifted its security strategy, creating an environment of immutable data snapshots backups. Healthcare IT News interviewed Littman, who shared his expertise on the matter.

Q. Please talk about the ransomware incident you experienced. When did it happen? How did the hackers take control? What was affected? And how did you resolve it?

A. It may surprise folks to know that ransomware has been around a long time – with the first documented incident occurring in 1989. Based on one article I read, there were quite a few variants in existence by 2015, which was the same year we experienced our incident.

Two employees working in the same department visited a day care site to look at their services during lunchtime. That site was built on WordPress was not kept current. The malware they received as a drive-by download was a zero-day variant of Crypto Locker. Our FireEye appliance notified us of the malware at the same time as users calling to report they were unable to access certain files on a network share.

We were able to quickly identify the two infected machines. One was a physical PC, one was a virtual desktop. The virtual desktop was rebooted to a clean image the physical machine was taken off the network re-imaged. The systems storage team was able to quickly identify the extent of the impact: hundreds of thousands of encrypted files across two department shares.

After several discussions with the executives over the area impacted, we decided to work through the day perform remediation that evening. We first restored affected files from snap backups so users could continue their business processes. At the end of the day, we restored the entire file shares followed by backups of the files revised throughout the business day.

Q. What are a couple lessons you learned from that ransomware incident?

A. The event highlighted the need for the information security team to be vigilant in reviewing responding to alerts from our security solutions. It also illuminated the value of the information security, network systems teams working in harmony, underscored the reality that security is everyone’s business. 

In subsequent years, this event was used to highlight the need for richer more frequent user education, as well as bolstering continually improving our security systems tools.

Too often, security teams are flooded with alerts from various tools systems. Without an effective tool or process or increased “eyes on glass,” there is a risk of missing critical alerts. We ultimately upgraded our SIEM approach by employing a data lake-based tool with significantly improved AI analytic capabilities.

We also were able to increase the number of infrastructure, network security systems feeding the SIEM. With this tool, we were able to fine-tune alerts to ensure critical alerts were not missed, lower false positives. We then further improved our process by the addition of a SOAR (security orchestration, automation response) to ensure the security team could triage respond to alerts we had a record of that accountability. 

Additionally, we invested time evaluating open shares over-provisioned user access to limit exposure in any actual malware event.

We have stepped up our user education program. On the one hand, this includes periodic phishing testing. We also leverage current security privacy news items about breaches healthcare fines to remind executives leaders of the need for the organization to be educated vigilant. 

Monthly, we also send out an information security tips newsletter discussing current types of attacks remediations precautions we can take as a business as individuals.

Q. You implemented immutable snapshots backups across Kelsey-Seybold. What is this technology, how does it work to protect your systems data?

A. We have a blended mix of storage technologies a solid data protection solution we have leveraged upgraded since 2007. This strategy was developed based on this solution set before most storage vendors had delivered or matured immutable backup approaches. Our backup strategy was developed before immutable snapshots were available in any storage products we used.

We developed a layered approach that relies on primary, backup archive backups on separate fault domains, as well as local snapshot copies. Each of these relies on separate administrator-level accounts on separate storage systems. The result of this strategy actually creates five copies of our critical EHR database across three different vendor platforms.

The production ODB (open database connectivity) volumes are housed on a purpose-built Pure Storage FlashArray //x50. This is the initial live dataset. The primary volumes are mapped to active/passive frames that are kept in configuration lockstep via Pure Storage HostGroups. This ensures consistent volume mappings during a compute host frame failover.

The database is array snapped four times a day using a snapshot process that leverages a freeze/snap/thaw script workflow that was developed in collaboration with Pure Storage engineers in-house teams. A second copy is replicated to a secondary FlashArray.

The arrays are linked via FlashArray Async-Replication over redundant 10G links with replication schedules controlled through protection groups. Copies three four are sent to another backup proxy to tape. The fifth copy of the database is application-mirrored to a disaster recovery instance. The DR instance lives on separate compute hardware a separate tertiary FlashArray.

In our future implementations evolution, we will look at adding in native storage data protection solutions, such as the immutable capabilities now in the market.

Q. What are the data center business continuity security considerations you have, what are you doing about them?

A. For many years, our executive leadership was content with the level of performance, availability reliability of our systems infrastructure delivered through our top tier network high availability data center.

But as our business continued to grow with significant future growth projections, we all came to the realization that a single data center represents a business risk that should be mitigated regardless of how redundant resilient any implementation may be. This realization led to approval of establishing a second backup/recovery data center.

In today’s environment, this decision also required an evaluation of a cloud-based approach to backup recovery. We studied the technical aspects of cloud-based infrastructure application solutions on the market how these fit with our current premise-based solutions hybrid cloud application solutions.

A significant consideration was conversion from premise-hosted virtual desktops, as well as key clinical applications. In the final analysis, we determined the technical limitations opportunities are not quite there for our needs to move to a full cloud implementation. 

Rather, we decided to continue with our current hybrid model: premise-based compute storage for critical applications department/user file shares, combined with cloud-based email collaboration in Office 365.

We will continue to develop Power Apps, leverage Azure migrate some data backup/archive to S3 instances. Our cloud utilization will continue to grow as more applications mature to include cloud components or shift entirely to cloud architectures. 

Eventually this shift will include moving to desktop-as-a-service, that shift will drastically affect the premise footprint of storage compute.

Twitter: @SiwickiHealthIT
Email the writer: [email protected]
Healthcare IT News is a HIMSS Media publication.



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Eden Internal Medicine reaps big rewards with RPM for diabetes hypertension

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Eden Internal Medicine in Eden, North Carolina, believed it could up its game on treating diabetes hypertension patients.

THE PROBLEM

For diabetes patients, first there was diabetes control monitoring in between visits. Patients with uncontrolled diabetes with elevated A1c did not have any close monitoring between visits to bring the sugars down.

For example, if the patient has extremely high blood sugar in the three-months-average A1c test during the visit today, staff will not have a way of closely monitoring the patient in between the visits until the patient comes for the next visit in three months. 

That means the patient has been uncontrolled or partially controlled for three months. Uncontrolled diabetes leads to many complications for the patient. CMS other HEDIS star rating quality metrics require better A1c control.

“There are limitations with Bluetooth technology,” said Dr. Dhruv B. Vyas, owner partner at Eden Internal Medicine. “Bluetooth is not convenient for the patients who are not technologically savvy do not have a smartphone, which makes it difficult to monitor them for glucose control in between the visits.

“Bluetooth devices lead to failure to transmit sometimes a problem with syncing the devices that results with more time spent by the staff the patient to fix the device connectivity issues,” he continued. “Many patients do not have smartphones or have aversion to technology, which limits the use of such devices.”

Then there is patient accountability compliance monitoring. It was difficult to manage patients’ accountability compliance without having instant blood glucose monitoring between the visits while they were at home.

“Some patients may need close monitoring of the blood sugar readings monitoring to follow the diet exercise program,” Vyas explained. “Without the instant access to the blood sugar readings daily for the doctor’s office, it is difficult to advise such patients to improve their lifestyle and/or make medication changes.”

Then comes hypertension. First, there was monitoring of blood pressure in between the visits.

“Monitoring blood pressure in between visits adjusting the medication to get the blood pressure to the goal is key,” said Vyas. “Patients with uncontrolled blood pressure recent medication changes require frequent office visits, which is difficult for many patients.

“And then there is managing the patient with white coat hypertension,” he continued. “It is difficult to treat the patient with labile hypertension or white coat hypertension based on the readings in the office. Patients may have extremely high blood pressure in the office, but reportedly normal blood pressure at home.”

Treating such patients aggressively may lead to a hypotensive episode syncope, he added. Monitoring such patients with reliable devices would give accurate data in their home settings when they are comfortable not anxious, he said.

Lack of reliability of the current cellular blood pressure devices also was an issue. Some of the existing cellular blood pressure devices were not as accurate, it was difficult to treat patients based on those numbers. There was a need for reliable cellular blood pressure monitor devices that produce consistent readings based on which medication could be adjusted.

And again, limitations with Bluetooth technology.

“Bluetooth BP devices work for people with smartphones who are technologically savvy, but do not work for people with a regular phone in a rural area who have a phobia of technology,” Vyas said.

PROPOSAL

Eden Internal Medicine turned to technology from Smart Meter. The technology offers cellular-connected devices like blood sugar blood pressure machines that would instantly transmit the readings to a patient’s records or to a dashboard.

“By using cellular technology, the patient barriers of technology reliance are removed,” said Vyas. “Diabetic supplies test strips can be automatically shipped to the patient’s home when they run out of the strips by the intuitive data platform on Smart Meter technology. Unlimited amounts of test strips are supplied with the Smart Start program. The technology has excellent support staff for troubleshooting, which reduces patient staff time.

“Smart Meter devices are reliable accurate, produce consistent results of the blood pressure blood sugar readings, which are in acceptable norms of standard deviation,” he added. “The technology enables flexible device distribution, including direct-to-patient delivery, manages all device data logistics. It also provides training support for providers, patients caregivers.”

MARKETPLACE

There are numerous vendors of remote patient monitoring technology on the health IT market today. Healthcare IT News recently published a special report on RPM vendors. To read the detailed listings, click here.

MEETING THE CHALLENGE

Eden Internal Medicine integrated the Smart Meter technology with its AstuteDoc care management platform.

“The intuitive software from AstuteDoc provides dashboards, care plans, interventions, data graphs, time management, billing exports many more features, along with dedicated care team members embedded in the medical practice,” Vyas explained. 

“AstuteDoc’s complete care management solutions include chronic care management, remote patient monitoring, transition-to-care management, annual wellness, ACO quality metrics, incident-to-visit, principal care management.

“This platform has been used by many ACO medical practices, PharmD, physicians, cardiologists, endocrinologists, primary care practices, nurse practitioners, care coordinators medical assistants,” he continued. “AstuteDoc embeds the PharmD or medical assistant into the doctor’s offices to achieve care management goals quality metrics.”

Implementing the Smart Meter technology resulted in better workflow, seamless integration, staff patient satisfaction, Vyas reported.

“AstuteDoc’s care management providers, staff PharmD were able to deliver better outcomes for the patients’ blood pressure blood sugar control,” he said. “This has translated into better HEDIS Star rating quality metrics.

“And patient compliance has significantly improved,” he continued. “Care coordinators’ intervention in between visits led to improvement in the patient lifestyle accountability toward exercise dietary choices. Patients were more knowledgeable about their health issues more motivated to take care of their health.”

Enrolling patients in remote monitoring was much easier for care coordinators using Smart Meter devices, he added. Instant transmission of the data integration to the software was seamless reduced enrollment time, he said.

“Monitoring of data was much easier for staff via specific alerts for each patient to achieve their goals,” said Vyas. “During the pandemic, tele-visits were surging, use of the Smart Meter devices nicely complemented with such visits to provide more data to the providers for the meaningful disease management. Home BP readings transmitted were used for certain visits like annual wellness, which is a required element for CMS.”

RESULTS

On the diabetes metrics front, Eden Internal Medicine saw improvement in A1c readings, reducing hospitalizations via improved patient compliance.

“Improvement in A1c was noted on an average of 1.6 with patients at the next visit in three months,” Vyas reported. “And there was significant improvement in postprandial hyperglycemia due to close monitoring intervention between visits. This has translated into weight loss due to patient accountability lifestyle change.

“By creating critical alert triggers for different glucose readings, we were able to reduce the hospitalizations for hypoglycemia diabetic ketoacidosis,” he continued. “In the long run, we expect this A1c control to reduce diabetes-induced complications.”

Eden Internal Medicine achieved a 4.95 HEDIS Star Rating for United Healthcare Medicare.

On the hypertension metrics front, patients’ blood pressure was reduced by intervention in between visits.

“Patients with labile hypertension or white coat hypertension had somewhat normal readings at home, which has been documented in the EHR,” Vyas explained. “Remote patient monitoring blood pressure readings can be used one time a year during in-office visits for the CMS quality metrics goal of BP Control.

“There were two patients with syncopal episodes, which appeared to be due to low blood pressure readings at home with the same medications, while these patients were showing high BP readings in the office,” he continued. “The number of medications was reduced now based on the home blood pressure readings to correct the problems of overmedication. Patients started having more energy, had no syncopal episode less medication expense.”

ADVICE FOR OTHERS

“Any healthcare provider organization considering using similar technology needs to investigate cellular technology platforms that integrate with the care management software or EHR,” Vyas advised. “Reliability of the device consistent support from the vendor will be equally important for this program to be successful.”

Vyas strongly advises against using Bluetooth technology unless patients are technologically savvy have a smartphone. Providers should use remote patient monitoring technology for high-risk patients, set specific critical alerts decide intervention/care plans to bring them to the desired goals, he added.

“For better implementation of the remote monitoring program, it needs to be intertwined with the other care management programs like CCM, TCM, AWV, PCM, etc., to maximize the benefit for the value-based patient care, which translates into better quality scores outcomes,” he said. 

“Implementation for such programs is extremely difficult if you do not have dedicated staff or a care management company handling day-to-day needs of the program critical alerts interventions as providers will not have time to handle the workload.

“And having a PharmD-supported program also provides significant value to the practice, patient, ACO Medicare advantage plans,” he concluded. “The highest performing practices achieve their goals from the most coordinated care team efforts, workflows smart technology.”

Twitter: @SiwickiHealthIT
Email the writer: [email protected]
Healthcare IT News is a HIMSS Media publication.



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Scripps Health hit with class action suits after ransomware attack

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Multiple class-action lawsuits have been filed in state federal court against Scripps Health following the ransomware attack that took down its network this May.

As reported by the San Diego Union-Tribune, all four of the cases make the same basic claim: that Scripps failed in its duty to protect patient information, subjecting patients to potential consequences, including identity theft medical fraud.  

“Despite the prevalence of public announcements of data breach data security compromises, Defendant failed to take appropriate steps to protect the PII PHI of Plaintiff Class Members from being compromised,” read one of the suits, filed on behalf of plaintiff Johnny Corning in San Diego Superior Court earlier this month.  

Scripps declined to comment for this story, citing the ongoing nature of the litigation.  

WHY IT MATTERS  

Scripps spent most of May grappling with a network shutdown.  

Although leadership was initially reticent regarding the attack, president CEO Chris Van Gorder eventually said it was caused by ransomware.   

In his statement, Van Gorder said his reluctance to share more details about the attack stemmed from a fear of “not being able to restore our systems safely as quickly as possible for you.”   

“This is not hypothetical. Other attackers are already using what is being reported in the media to send scam communications to our organization,” he said.  

On June 1, as outlined in reports, Scripps began sending letters to more than 147,000 of its customers warning them that their personal information may have been at risk.  

The data potentially included addresses, dates of birth, health insurance information, medical record numbers, patient account numbers clinical information.  

Only about 3,700 patients had their Social Security or driver’s license numbers compromised, reported the Union-Tribune.  

The suits reportedly vary in terms of alleged harm, with one plaintiff saying he was forced to “beg a nurse” to provide his lab orders for him another voicing concerns about his records regarding a “very personal surgery.”  

The health system could face hefty damages, depending on how the cases proceed.   

It wouldn’t be alone in shouldering a huge out-of-pocket cost.

A recent survey by Sophos, a British security company, found that the average bill for rectifying a ransomware attack – including downtime, people time, network cost ransoms paid – was $1.27 million. 

“Responding to a critical cyberattack or incident can be incredibly stressful. While nothing can completely alleviate the stress of dealing with an attack, having an effective incident response plan in place is a surefire way to minimize the impact,” wrote Sophos researchers in their survey write-up.  

THE LARGER TREND

As the number of high-profile data breaches has risen over the years, so too have the number of lawsuits.  

This past year, the Mayo Clinic was sued over a breach of patient health records, after an employee inappropriately accessed the data of more than 1,600 people.

And in 2018, the electronic health record vendor Allscripts was also sued following a ransomware attack, with patients accusing the company of “wanton” disregard.  

ON THE RECORD  

Scripps “could have prevented this Data Breach by properly securing encrypting the PII PHI of Plaintiff Class Members,” argued one lawsuit.  

“Alternatively, [Scripps] could have destroyed the data that was no longer useful, especially outdated data,” it continued.

 

Kat Jercich is senior editor of Healthcare IT News.
Twitter: @kjercich
Email: [email protected]
Healthcare IT News is a HIMSS Media publication.



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NextGen looking for a new CEO

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The board of directors of NextGen Healthcare has created new executive leadership board oversight committees as the ambulatory health IT developer starts looking for a new CEO.

WHY IT MATTERS
NextGen announced Monday afternoon that Rusty Frantz, who served as president CEO of the company for more than six years, has “agreed to a mutual separation” would step down from those roles, as well as from the NextGen board, effective immediately.

“I’m incredibly proud of all we have accomplished over the past six years,” said Frantz in a statement. “With the talent dedication I have seen firsthacross the organization, I am equally confident in NextGen Healthcare’s continued success.” He added: “This transition enables me to put 100% of my focus on my most important priority – my family.”

An executive leadership committee will lead NextGen Healthcare on an interim basis as the company enlists executive search firm Spencer Stuart to find a new CEO.

The committee will include:

  • Chief Financial Officer James Arnold, Jr.
  • EVP of human resources Donna Greene.
  • Chief Technology Officer David Metcalfe.
  • Newly-hired Chief Growth Strategy Officer Sri Velamoor (once he joins the company next month).

The ELC will work with a new board oversight committee, comprising independent directors Jeff Margolis Craig Barbarosh, non-executive chairman vice chairman of the board, respectively.

“On behalf of the board, we thank Rusty for leading NextGen Healthcare through a successful operational reinvention,” said Margolis. “Today the company benefits from the highest-quality solution offerings in ambulatory healthcare, best-in-class customer service satisfaction levels, an exceptionally engaged team of executives employees who daily live a culture that believes in better. We wish Rusty the best.”

THE LARGER TREND
NextGen Healthcare isn’t the only major health IT player to opt for new leadership in recent months, of course. Cerner announced in May that it would part ways with CEO Brent Shafer three years after he’d succeeded the EHR giant’s late founder, Neal Patterson, launch a search for a new chief executive. (Cerner has since eliminated some 500 jobs from its workforce.)

Earlier this month, Healthcare IT News features editor wrote a case study describing how one health system boosted patient provider experience with help from NextGen’s Otto telehealth platform.

ON THE RECORD
In announcing Frantz’s departure, NextGen (NXGN) affirmed its financial outlook for FY 2022, predicting revenue between $574 $584 million non-GAAP earnings per share range between $0.89 $0.95.

“Our confidence is founded in the Company’s remarkable operational capabilities, rich history of delivering strong innovative ambulatory health solutions, solid baseline of organic growth, new customer wins, ongoing profitability strong balance sheet,” said Margolis.

Twitter: @MikeMiliardHITN
Email the writer: [email protected]

Healthcare IT News is a HIMSS publication.



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70-practice Central Ohio Primary Care tells a digital imaging success story

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Central Ohio Primary Care is an independent, physician-owned, primary care group with more than 70 practices more than 400 physicians serving more than 400,000 patients. It also has three imaging centers around Columbus, 10% of its physician practices provide in-office imaging capabilities.

THE PROBLEM

COPC needed more advanced radiology communication capabilities to run its practices more efficiently – a system that would grow with the organization.

“Another significant challenge for COPC was moving hard film from office to office or physician to physician,” said Steve Saeger, manager of radiology services at Central Ohio Primary Care. 

“Even with CD-ROM transfer, immediate access remained a top concern. Lastly, paper scheduling was a tough operational issue with not being able to provide timely scheduling electronically – or access results for efficient sharing across providers.”

PROPOSAL

COPC needed a technology solution to replace the use of imaging CD-ROMs to provide advanced digital capabilities for much more efficient effective imaging operations. Immediate needs required the implementation of a more advanced picture archiving communication system (PACS). COPC needed to better manage communications with secure storage imaging sharing across its practices for its 25,000 annual exams.

“Another critical need for operational efficiencies was the ability to migrate data move away from paper scheduling,” Saeger remarked. “COPC required an enterprise software solution with PACS technology to improve provider patient experiences to meet our patient care excellence standards.

“To support the organization’s continued growth, COPC also required a very stable system, so as to not experience downtime – even with upgrade installations,” he continued. “While upgrades can provide enhanced capabilities practical tools for support that improve patient provider experiences, installation issues or downtime significantly affect clinical operations.”

“Contacts across various health systems practices are valuable in the initial digital transformation planning process; it’s important to learn from those that have experienced similar situations.”

Steve Saeger, Central Ohio Primary Care

In addition to system stability, COPC wanted a vendor to drive advance digital imaging innovation. In COPC’s experience, it is critical that a vendor provide a dedicated support team so when support is needed, technology vendor team members are familiar with COPC’s practice interface, helping more quickly with operations IT staff – even making recommendations to catch issues on the front-end before they become problems, Saeger said.

“Communication is a key component of any vendor relationship, so COPC required strong communications as a primary consideration for technology vendor partners,” he said. “The ability to track details such as support tickets with resolution notes would also help more efficiently resolve issues if they occur again.”

MEETING THE CHALLENGE

A colleague of Saeger’s recommended Novarad, that began an almost 20-year relationship.

“Through our partnership with Novarad, COPC eliminated its inefficient paper processes cumbersome CD-ROM review of images,” Saeger explained. “One of the substantial benefits of Novarad is that it was founded is still led by a radiologist. This clinical provider perspective keeps products services aligned with the seamless communication capabilities required of modern imaging solutions to support accurate diagnosis ongoing clinical progress monitoring.

“In addition to enhanced operational efficiencies, Novarad’s support was vital in the integration of COPC’s chosen electronic health records Nuance PowerScribe 360, a real-time radiology reporting platform to enable high-quality radiology reports from physician dictation,” he added.

Paper scheduling also was eliminated with the implementation of the Nova RIS scheduling system for improved operational efficiencies. 

Not only did moving away from paper scheduling intuitively improve scheduling speed, Saeger noted, it also allowed COPC to operate with Modality Worklists in the technologies, in turn increasing the efficiencies of the technologists scanning reducing the errors associated with the manual input of patient demographics into modality equipment.

“As a result of these incremental changes, COPC has effectively enhanced its clinical services quality of care created efficiencies across the organization,” he added.

RESULTS

COPC has seen patient volumes increase annually at a rate of 6-7% in part due to broader imaging system capabilities, effective cost containment building interfaces with EHR vendors, Saeger reported.

“The interface process was simple, with reasonable costs,” he said. “COPC team members could make changes mid-stream that improved the results without additional costs. One of the most significant benefits to COPC is that the Novarad team always makes COPC feel like they are their top priority, in addition to the fact that Novarad is always looking out for COPC its team, enabling us to reach the best outcomes efficiency gains possible for our technology needs.”

COPC clinical specialists now can access imaging studies electronically, seamlessly effectively connecting with other healthcare providers, he added. This is especially important in emergencies, such as when a patient is in the ER. Immediate access to imaging studies prevents duplication of imaging – which is safer for patients more cost-effective for both patients systems.

“COPC also is focused on population health initiatives, including cost versus expenses for patients, to deliver the best care options improve the health of the populations they serve,” said Saeger. 

“COPC often uses Novarads’s comparison studies that are immediately accessible through secure web viewing capabilities so radiologists can review provide diagnostic support to specialists – save money time by avoiding the duplication of imaging orders.”

ADVICE FOR OTHERS

“Make sure you are confident in your vendor selection,” Saeger advised. “Most likely, once you have a vendor in place, you are with them for the long haul, it can be difficult to make a switch.

“Find a vendor that guides the process offers the ability for database building for healthcare complexities, including procedures, CPT codes schedules,” he continued. “A knowledgeable vendor should be able to take a database of information build a program that works. For those that like to be more involved, the more hands-on experience you have in the build, the more you understthe system when you need to adjust or adapt to new circumstances.”

Every minute counts in patient care, so find a vendor that allows one “behind the curtain” so one can fix things quickly when patients need answers, he added.

“Don’t hesitate to dig into the details, be as involved as possible understevery nuance of the system,” he said. “Find a vendor team that welcomes input embraces the opportunity to work together as partners – always improving enhancing services. As true partners, you should have a solid foundation of innovative digital technology – a stable digital environment – so providers can take the very best care of patients without interruption due to technology concerns.”

And as technology continues to evolve, one should expect additional digital innovations cost efficiencies to increase patient provider satisfaction, he added.

“COPC’s goal is to work smarter with patient care through digital transformation is proud of its current success in operational improvements for both patients their business model,” Saeger said. “To help other providers prepare for such a transition, COPC invites organizations that are considering similar digital technology to visit our office so they can see the technology in action, ask questions about successful installations integrations, learn what to expect.

“I often share this advice: Pick a partner that will invest in your organization’s knowledge base for the best possible outcomes,” Saeger concluded. “Contacts across various health systems practices are valuable in the initial digital transformation planning process; it’s important to learn from those that have experienced similar situations.”

Twitter: @SiwickiHealthIT
Email the writer: [email protected]
Healthcare IT News is a HIMSS Media publication.



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