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James R' Morrow, M'D'

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assist in reining in this data $$ = the main roadblock to adoption. 16. Cost Analysis ... assist practices in making appropriate changes in workflow. assist in ... – PowerPoint PPT presentation

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Title: James R' Morrow, M'D'


1
Toward Quality Care
  • James R. Morrow, M.D.
  • North Fulton Family Medicine
  • Cumming, Georgia

2
(No Transcript)
3
North Fulton Family Medicine
2004
1998
Offices Physicians Physicians Assistants Register
ed Nurses Administrator Business Manager Office
Managers Daily Encounters
2 4 0 1 0 0 1 100
3 8 8 4 1 0 3 300
4
NFFM Staffing
2004
1998
FTEs
per provider
5
Why Did We Succeed?
  • A strong physician desire to initiate change
  • A need to bring costs under control
  • A good implementation team
  • An implementation specialist who cared about our
    needs
  • A vendor who puts service above everything else

6
Why did we really succeed?
R
eturn
O
n
I
nvestment
7
Our ROI
  • Based on 100 patients per day
  • Chart handling 100 charts managed/day 625 mins
    _at_11/hr 29,791/yr
  • New chart formation 19.6/day _at_ 10 mins per
    chart 196 mins _at_ 11/hr 9,342/yr

8
Our ROI
  • Based on 100 patients per day
  • Chart searches 330 mins/day _at_ 11/hr
    16,456/yr
  • Transcription transcribing, filing, managing
    20 lines/pt , _at_ 0.10/line 110,000/yr

9
Our R.O.I.
  • Lab Results Logging, delivering, attaching
    results _at_ 45 draws/day 315 min _at_ 12/hr
    16,380/yr
  • Referral Letters Dictation and transcription
    32,640/yr
  • Chart Supplies encounter forms, progress notes,
    lab sheets, history forms, problem lists
    24,480/yr

10
Our R.O.I.
  • Represents a savings of 44 hours per day or
    11,440 billable staff hours per year
  • Total saved (year) 239,089 (at 100 patients
    per day)
  • At 300 patients per day the savings

Real Money
11
The Bottom Line
Cost Per Patient Visit
Paper
EHR
112.47
79.32
Savings
33.15/visit
4309.00/day
2,625,480/year
130 per day, 22 days, 12 months
12
Outcomes Are The Rewards
  • We can now affect and track quality of care at an
    outcomes level
  • Track HgbA1cs, LFTs, PTs, PSAs
  • Monitor compliance rates of routine screenings
    (colonoscopy, mammography, bone density,
    exercise stress testing, etc)

13
Visual Reinforcement
14
The QIO Can Assist In
  • Financial analysis
  • Cost analysis
  • Workflow analysis
  • Introducing vendors
  • Defining hardware needs
  • Creating an implementation team

15
Financial Analysis
the main roadblock to adoption
  • QIOs can help
  • practices understand their finances
  • practices see the future benefits
  • assist in reining in this data

16
Cost Analysis
the main roadblock to adoption
  • QIOs can
  • introduce various hardware options
  • bring together lenders practices
  • clarify financing options

17
Workflow Analysis
  • QIOs can...
  • note desirable traits of current flow
  • point out inefficiencies
  • assist practices in making appropriate changes in
    workflow
  • assist in matching vendors to workflow

18
Introduce Vendors
  • QIOs can help...
  • physicians choose the vendors carefully
  • decrease the costs and time associated with
    bringing vendors and practices together
  • make more vendors available to practices
  • match vendors to specific practice needs
  • assure there is a workable implementation plan
  • physicians define needs and analyze workflow
  • physicians look for software that is easily
    customizable

Trust is paramount!
19
Hardware Definition
  • QIOs can...
  • educate practices re types of hardware
  • educate practices re appropriate matches of
    hardware workflow
  • clarify proper uses of hardware
  • encourage use of best, not flashiest choices

20
Implementation Team
  • QIOs can...
  • educate practices in the ideal implementation
    team
  • educate practices in the role of the
    implementation team
  • help select personnel for the team
  • assist in setting goals for the team

21
Toward Quality Care
James R. Morrow, M.D. North Fulton Family
Medicine Cumming, Georgia Thank you
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