Category Archives: ehr

Surescripts 2015 White Coat of Quality Award Honors OmniMD for Excellence in E-Prescribing Quality

ARLINGTON, Va. – April 4, 2016 – For the sixth consecutive year, Surescripts, the nation’s leading health information network, honors 16 health systems and technology vendors with the 2015 White Coat of Quality Award, recognizing their dedication to continually improving data quality and patient safety in e-prescribing.

“Surescripts is thrilled to acknowledge the organizations who are striving daily to achieve the goal of zero content errors in e-prescribing,” said Ajit Dhavle, Pharm.D, MBA, Vice President, Clinical Quality, Surescripts. “As new digital capabilities constantly emerge, all of us are responsible for improving e-prescribing quality to increase accuracy, reduce costs and save time for doctors, pharmacists and patients.”

As part of Surescripts’ Quality Management Program, the White Coat of Quality Award was established in 2010 to recognize organizations that meet rigorous e-prescribing standards around quality assurance. Since Surescripts connects more than 700 electronic health record (EHR) applications and processes more than one billion e-prescriptions annually, the impact on the quality and cost of health care is significant.

“As a long-time partner of Surescripts, we are honored to again be recognized with the White Coat of Quality Award this year,” said Shane Stenner, MD, MS, Ambulatory Director of Vanderbilt University Medical Center Clinical Systems. “Accurate and high-quality e-prescribing is an integral part of achieving successful outcomes and delivering high-quality care for our providers and their patients.”

Surescripts encourages all prescribers and technology vendors to use quality assurance in e-prescribing as an essential tool for creating a safer healthcare system. Requirements for the White Coat of Quality Award include measuring and reporting on e-prescription content quality like drug descriptions and identifiers, patient directions, prescriber notes and quantity information, implementation of software updates, and ongoing end-user training to better utilize e-prescribing systems and reduce errors.

“Earning the Surescripts White Coat of Quality for 2015 for OmniMD EHR is an important recognition that we uphold the highest standards of quality in e-prescribing,” said Divan Dave, CEO.

“Very few EHRs have achieved this distinction. We are dedicated to continuous improvement of our products, and the White Coat of Quality for 2015 is a tribute to our team’s work.”“The best practices set forth in the White Coat of Quality Award are meant to improve patient safety, lower costs, and increase productivity. By working closely with Surescripts, we are continuing to improve the quality, efficiency, and accuracy of the e-prescribing experience.”


The 2015 Surescripts White Coat of Quality Award recipients include OmniMD.

About Surescripts

Surescripts is committed to unleashing the potential of American healthcare by creating a more connected and collaborative healthcare system. Our nationwide health information network connects doctor’s offices, hospitals, pharmacists, and health plans through an integrated and technology neutral platform. For more information, go and follow us at

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Sandra Rodriguez,
(571) 303-0860

OmniMD showcasing its Cardiology-specific cloud EHR, PM and Medical Billing Services at ACC 65th Annual Scientific Session & Expo, from April 2-4, 2016.

Workflow efficiency in next generation OmniMD Cardiology Cloud EHR, PM and Revenue Cycle Management Services cuts cardiology electronic charting time to one-fifth the industry average:


Introducing the EHR designed for Cardiology by Cardiologists with PM and Revenue Cycle Management Services from OmniMD.

The widespread discontent among physicians, nurses and other healthcare providers with their electronic health record (EHR) options is finally being answered, at least for those who are practicing cardiology.

Attendees to next month’s annual meeting of the American College of Cardiology in Chicago will be among the first to review the next generation Cardiology Cloud EHR, PM and Revenue Cycle Management Services from OmniMD.

“Because it has been designed for cardiologists, OmniMD’s system allows us to complete notes faster. Charting an initial hospital or office visit can be done in less than 90 seconds; a follow up visit with a stable patient — even one with multiple complex problems — can be charted in less than 45 seconds; substantially faster than other systems I have reviewed.”  Dr. H.B., CT based 9 cardiologists practice.

Efficiency is further enhanced via device integration with the OmniMD Cardiology Cloud EHR. It captures data feeds from a variety of devices, including Electrocardiograms, Pacemakers, Echocardiograms, Treadmills, CardioMEMS, and Exercise Myocardial Perfusion Imaging. The data is integrated directly into a patient’s chart, thereby eliminating the need for redundant data entry.

“OmniMD has helped me tremendously with building my cardiovascular practice. It is very reliable and adaptable software. I use it for my office notes, reporting non-invasive tests, including stress tests with different modalities of imaging, as well as billing. I highly recommend OmniMD.” Dr. K.A., CA based 2  cardiologists practice.

“We are highly satisfied with OmniMD’s Cardiology Cloud EHR and PM. Our practice has five locations, with many doctors. The Cardiology EHR helps us manage the complexity of a practice like ours. Their effective solutions have made it a delight to work with OmniMD.” Dr. R.S., NY based 14 cardiologists practice.

“The Cardiology EHR developed by our team, with guidance from distinguished cardiology practices and advisors from California, Connecticut, New York and Texas, represents a breakthrough for cardiologists. We look forward to sharing it in Chicago,” says Divan Da’ve, CEO of OmniMD.

OmniMD will be exhibiting at Booth # 21109 at American College of Cardiology (ACC) 65th Annual Scientific Session & Expo, Chicago, IL, April 2-4, 2016.

Media Contact:
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Employment: Is Security Really Worth It?

Some refugees from employment have been contacting OmniMD, a Tarrytown, New York-based company that helps set up information technology, because they need IT when they reopen private practices.

These doctors have just had it,” reports OmniMD CEO Divan Dave. “They feel that they were just another employee. They tell me, ‘The hospital has put me on a treadmill, and the incline keeps going up.’”

A Tidal Wave of Newly Employed Doctors

Physicians have been flooding into employment. Studies within the past few years have shown that about one half of all physicians are employed, and one of the newest surveys,[1] by Medscape, showed that fully 63% of doctors were employed.

Employed doctors seek security—a steady salary, a predictable schedule, and not having to manage the business side of medicine. But for many, it’s a Faustian bargain, to some extent. In return for security, they give up some control. They may have to see a certain number of patients, consult clinical guidelines, have their practice patterns monitored, and be unable to hire their own staff.

What effect do these new constraints have on a profession that has always prided itself on independence? Will the employment trend forever change the face of medicine?

Formerly Employed Doctors Pinpoint Concerns

Most employed physicians are generally happy with their work, but a number of them are bailing out and returning to independent practice, and they have some sobering stories to tell.

Some refugees from employment have been contacting OmniMD, a Tarrytown, New York-based company that helps set up information technology, because they need IT when they reopen private practices.

“These doctors have just had it,” reports OmniMD CEO Divan Dave. “They feel that they were just another employee. They tell me, ‘The hospital has put me on a treadmill, and the incline keeps going up.’”

Similar concerns were voiced by a cardiologist who was employed by two large health systems in the South. He asked not to be identified because he had critical things to say about both organizations, and he will still need to deal with them now that he is setting up a private practice in the community. Following are some of the experiences he had with one or the other system.

Rush, Rush, Rush Through Patients

The unnamed cardiologist says he was forced to maintain an overbooked schedule. He was scheduled to see up to 26 patients in a day, which amounted to about 7 or 8 minutes of face time per patient. To give his patients the care they needed, “I would be at least 1 hour behind on a regular basis,” he said, and keeping up meant “working at a feverish pace.” He asked his office manager to reduce the number of scheduled patients, but she said, “That’s what they mandated downtown.”

He was sent report cards showing the revenue he was generating for the system. The report cards showed the number of relative value units (RVUs) he logged from seeing patients and performing diagnostic studies. He was compared with colleagues; high-scorers were awarded a bonus, but the cardiologist never received one because he refused to change his practice patterns.

He says he was prodded to order more expensive tests. A physician-administrator reviewing his performance metrics suggested, “Perhaps you’re missing out on opportunities to order more tests.” Some colleagues were earning bonuses by ordering a greater number of more expensive cardiology tests.

The cardiologist wasn’t rewarded for improving outcomes. His clinical data showed that his patients had better outcomes than those of most of his colleagues’, but that didn’t seem to matter in reviews of his work. He recalls his cardiology chief telling him, “The way you practice medicine may be the future, but right now it isn’t.”

The cardiologist says that leaving employment and starting a new practice was daunting at first, but after some planning, he believes it will be successful. Although it may take a year or two to break even, he expects to be professionally happy for the first time in years. “I won’t have to answer to anyone except my patients,” he said.

In a 2014 Medscape survey,[2] respondents mirrored many of these concerns. Asked what they liked least about their jobs, employed physicians listed, in order of preference, limited influence in decision-making, more limited income potential, too many rules, less control over work or schedule, and being “bossed around” by management. In addition, unhappy physicians are prevented from leaving by restrictive covenants, which stipulate that they can’t practice in the same area after they go.

Bernetta Avery, MD, a pediatrician who was employed by a hospital in San Francisco and at a large practice near Portland, Oregon, did not have as serious problems with her employers but still felt a distinct loss of control. Of note, she said she was about as unhappy with the group practice as with the hospital. Both were demanding what she calls “factory medicine”—putting an excessive emphasis on productivity. When physicians were evaluated, “a common metric of success was how many patients you can see in a short period of time,” she said.

“When you’re an employed physician, somebody else designs, implements, and controls the environment in which you practice,” Dr Avery says. She faced extra hurdles when she opted for care that didn’t follow the institution’s practice guidelines.

Good Things About Being Employed

Not all of her experiences as an employee, however, were disappointing. Dr Avery still raves about working at the Children’s Hospital of Philadelphia at the start of her career. “Everyone was pulling for the good of the whole,” she recalls. “There was an expectation that you work to be at the top of your game, and the organization meets you to support that goal.”

Like the cardiologist, Dr Avery left employment and is now starting her own practice. “It’s going to be demanding,” she said, “but it’s easier to enjoy hard work when you have the ability to influence and shape your practice.” She plans to have longer patient visits.

When Carolyn DeSalvo, MD, was a hospital employee, she didn’t feel under pressure to be more productive and didn’t see her pay drop, but she did feel a loss of control. Working as an obstetrician/gynecologist at a hospital in Kansas, she could not get a raise for her nurse because she was already at the top of the hospital’s pay scale. Also, “it was not a nimble organization that responded quickly to needs,” she recalls. She is moving to Washington State to start her own practice.

Dr Avery and Dr DeSalvo are both clients of Mary Pat Whaley, a consultant in Durham, North Carolina, who has been helping formerly employed physicians return to independent practice. Whaley says she has been getting several calls a week from doctors leaving employment. She has been helping clients outsource many features of their practices, such as billing and staffing, so they can keep expenses low and focus on clinical care.

Are Physicians Becoming Interchangeable?

In some respects, the employment trend promotes the view that many doctors are interchangeable, says Fred Davis, MD, president of ProCare Systems, a practice management company involved with pain management in Grand Rapids, Michigan.

Dr Davis says the expectation behind physician employment is that any physician can produce superior outcomes by using evidence-based clinical standards and monitoring of clinical outcomes.

“The belief is that you can create high quality within a properly managed structure, even with a less sophisticated workforce,” he said. “This is what Toyota has done, and it has been very successful, but the jury is still out on whether it works in healthcare.”

One chief casualty of this way of thinking, Dr Davis says, is “the marquee physician” who doesn’t want to work on a team. “These physicians are very outspoken and are not the best bet for employment,” he says. But many of them are innovators who were responsible for major breakthroughs in medicine, and stifling them is a loss for healthcare, he said.

Dr Davis concedes, however, that organizing physicians and holding them to precise standards has been adopted not just by hospitals but also by many physician-led organizations concerned about quality, such as Mayo Clinic and the Cleveland Clinic.

One strong champion of this approach is the Permanente Medical Group, the largest group practice in the country. Some 8000 physicians, most of them partners who share in the organization’s income, staff Kaiser hospitals in California and several other states.

The Importance of Being a Team Player

Robert Pearl, MD, executive director and CEO of Permanente, doesn’t use the word “interchangeable” to describe his doctors. He does note that they are team players. “The best care is when a team of high-quality physicians work together as one on behalf of their patients,” he says. “‘Me-first’ people don’t fit well into a team. No one is so exceptional that they become more important than their colleagues.”

Permanente physicians base their care on guidelines created by the group’s Care Management Institute, but Dr Pearl says they generally have the freedom to choose whether or not to follow them, and they constantly debate with each other how the guidelines should be used.

Also like employed physicians, they work a limited number of hours—”We don’t want people to work 100 hours a week,” Dr Pearl says—and get generous vacations. This is possible because “other doctors fill in for you when you’re off work,” he says. An associate physician at Southern California Permanente Medical Group gets a maximum of 28 vacation days a year after 10 years of service.[3] The physicians “need time to relax and rejuvenate,” Dr Pearl says.

The benefits are a big draw. Dr Pearl says Permanente gets 10 applicants for every physician job opening, and Kaiser itself has been ranked as one of the “50 Happiest Companies” for 3 years in a row by CareerBliss,[4] an Internet employment site, on the basis of surveys of employees at large companies.

Many health systems use Permanente’s approach with employed physicians, but Dr Pearl sees a big difference. “When a hospital acquires your practice, it is using you to further its goals,” he said. “You really become a hired hand. Your role is to drive up volume and generate revenue toward their bottom line.”

Most Young Doctors Want to Be Employed

Although some employed physicians are clearly unhappy, the fact of the matter is that most of them feel quite content. The 2014 Medscape survey found that 73% of employed physicians were satisfied with their job—not much different from the 74% figure for self-employed physicians.

However, employed physicians who had previously been independent had considerably bleaker views in the survey. Less than one half of them said they were happier, and one quarter of them were less happy.

This subset of physicians tends to be older, and older physicians are much less likely to seek employment in the first place. In the Medscape survey, just 12% of physicians aged 40 years or older were employed, compared with a whopping 70% of physicians under age 40.

“Younger physicians have a higher threshold of tolerance for employment,” says Michael Hanak, MD, a 35-year-old family physician who is chair of the Young Physicians Section of the American Medical Association (AMA-YPS). “They’re generally more comfortable with using clinical guidelines, provided that they’re evidence-based.”

Dr Hanak himself is employed. He works at Rush University Medical Center in Chicago, which runs two hospitals, a medical school, and a practice with more than 500 employed physicians.

Changes in outlook and training seem to be driving younger doctors’ preference for employment. Dr Pearl, the Permanente CEO, has observed[5] that young physicians are part of the millennial generation, born between the early 1980s and the early 2000s, who are said to value their time away from work and operating in teams. “Younger generations of doctors prefer the greater work/life balance and predictability that larger employers offer,” he wrote.

Dr Hanak thinks that experiences in medical school and training gave his cohort a taste for employment. He said medical schools now teach students to work in teams and use clinical metrics. Then in training, they tend to work in large institutions, where they earn a salary and are expected to “play by the rules,” just like employed physicians must do, he said.

Mark Meyer, MD, associate dean for student affairs at the University of Kansas School of Medicine, generally agrees with this assessment. At his school, “the curriculum promotes the team approach, use of data, and evidence-based medicine,” he said, but he added that his institution still provides exposure to private practice in fourth-year clerkships.

No Rush Toward Solo Practice

Ted Epperly, MD, president and CEO of the Family Medicine Residency of Idaho, in Boise, which operates seven residency and fellowship programs, reports that only a couple of graduates in the past decade have started solo practices. Although quite a few still join small practices, ” far and away, they’re joining larger groups and hospital systems,” he said. “They want to focus on the profession of medicine, not the business of medicine.”

Indeed, when last year’s Medscape survey asked employed physicians what they liked most about employment, 58% cited “not having to deal with the business side of running a practice” higher than any other listed factor. They also listed not having to deal with insurers and billing and the possibility of a guaranteed income and even cash flow.

Young physicians are aware of the pitfalls of employment, but “they feel they can change policy by working within the system, and if that isn’t successful, they can move on,” Dr Epperly said. To make it easier to move on, many of them are demanding that hospitals remove restrictive covenants from their contracts, he said.

This willingness to move around has become a feature of the entire medical profession—not just the young doctors, says Dr Davis, the Michigan practice management advisor. As opportunities for physicians grow, “it’s easier to move around,” he said. “Doctors have become nomadic.”

The prospect that unhappy doctors could just pick up and leave is a good incentive for hospitals to treat them well. Press Ganey, the purveyor of patient satisfaction questionnaires, also sells a “Physician Voice” questionnaire to help organizations measure physician morale as well as their “alignment” to institutional goals. The company reports[6] that almost one half of the US News Honor Roll Hospitals use the survey.

A Generation Gap Is Opening

The wide gap in interest in employment between older and younger physicians leads to some friction.

Hal Scherz, MD, a pediatric urologist in Atlanta, thinks physician employment is bad for the profession. “When you’re working for an institution, it’s going to tell you how to practice,” he says. “Middle managers are looking at the number of patients you see, watching your schedule.”

He has hosted urology residents in his practice for almost 30 years, and his impression is that young doctors seek employment because they don’t want to work hard. “The current residents generally want to be employed, and they don’t seem to have the same work ethic as older physicians,” he said. He thinks young physicians have been influenced by work-hours limits for all residency programs, instituted in 2003.

Dr Scherz, who was one of the first members of his group, which now includes 41 doctors, says he’s disappointed that young doctors in the practice don’t seem interested in attending meetings about the business side of the practice. “They’re content to let others do the managing,” he said.

These generational differences also arise within families. When William Alsop, MD, a recently retired gastroenterologist from Salina, Kansas, exited training more than 30 years ago, private practice was simply not an option. He established a solo practice and added a couple of partners over the years.

“I liked being an independent physician because you’re not employed by a system and not beholden to anyone but yourself,” Dr Alsop said. He worked long hours, starting the day at 7 AM, coming home for dinner, and then going back to work until after 11 PM, he says. When his son Ben was a boy, he asked whether Dad slept at the hospital. But Ben admired his father’s work and paid him the ultimate compliment by opting for a career in medicine, even choosing his father’s specialty.

The younger Alsop, however, won’t be following his father’s lead into a small practice. “I don’t want to have to worry about things like overhead and keeping the lights on,” Ben Alsop, MD, said. “They’re an unnecessary headache.” After he graduates from his fellowship in June, he will be working as an employee at a Veterans Administration (VA) hospital.

Top Challenges Physicians Now Face

OmniMD Chief Executive Officer Divan Dave said some physicians are returning to private practice because their compensation from hospitals became less attractive after the expiration of their initial contract. With the shift toward fee-for-performance, physicians may see a change in their pay once a contract is up.

 According to the Association of American Medical Colleges report, in 2013 there were about 767,000 doctors practicing in the United States. However, the report continues to claim that the U.S. will face a shortage of as many as 90,000 physicians by 2025. The problem is that although the supply of doctors will grow, it will not grow nearly as quickly as the demand for care. This will be a known obstacle for the future, but what about current challenges?

For National Doctor’s Day, let’s take a minute to acknowledge and bring awareness to the challenges physicians are currently facing or will be battling in 2015.

  1. Complying with ICD-10 code sets. The ICD-9 code sets will be replaced by ICD-10 in October of this year, which means healthcare providers, payers, clearinghouses and billing services must prepare for the transition. According to the Centers for Medicare and Medicaid Services (CMS), ICD-10 will affect diagnosis and inpatient procedure coding for everyone covered by the Health Insurance Portability and Accountability Act (HIPAA), not just those who submit Medicare or Medicaid claims. Facilities will need to redo their back end systems and reprogram their software in order to bill properly with ICD-10, which is where the challenges will lie.

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Embracing EHR Essentials to Improve Operations, Patient Care

OmniMD EHR and RCM CEO, Divan Da’ve, discusses how the increase in Urgent Care visits can translate to an increase in quality patient care through the use of EHRs.

Patient activity in the emergency room, urgent care centers, and walk-in clinics has seen an increase at every level. With the increase in outdoor activities from boating, water-skiing, outdoor team sports and weekend motor trips – Urgent Care Facilities (UCF) experience an increase from everything to minor scrapes to major breaks to life-threatening trauma.

While UCFs began in the mid-70s, many later closed with the rise of HMOs and similarly structured insurance plans became more prevalent. But now the 21st century model serves as a critical vehicle to fill the financial and service gaps between traditional emergency room settings and primary care physicians; curbing escalating loses for hospital-based emergency rooms and providing an alternative to primary care physicians for routine and exigent care. Today, more than 9,000 UCFs play an ever-increasing role in responding to medical needs of patient groups from all cohorts, across all socioeconomic age groups. To meet the challenges, many clinics have adopted Urgent Care Center EHR systems and here’s what we know.

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Anthem Hack: Wake-up for the EHR Industry

Anthem Hack: Wake-up for the EHR Industry – Article published by OmniMD EHR and RCM CEO, Divan Da’ve

Here’s what we know. In the Anthem hack, it is estimated that approximately 80 million records were stolen. The Anthem hackers stole information of both employees and customers, which included names, address, emails, birth dates, medication history, employment details, family relatives and more. But while most hackers steal financial data for spending sprees – these hackers had next-step intentions with the stolen data serving as the basis for phishing emails with attachments for the purposes of installing malware using their official email accounts, gathering even more personal information, and then it was propagated across entire networks. So now what?

Know the facts. According to Privacy Rights Clearinghouse, up until Anthem, since 2006, about 6.6 million records have been exposed from 79 medical-related breaches of hacking or malware type. Last year, Community Health Systems Inc. announced a large data breach of its health system compromising data for 4.5 million patients and now Anthem at the 80 million mark. Attackers like targeting EHRs because the records are highly profitable compared to other forms of information. For example, each credit card data is valued about $1 in the black market. However, according to various sources, a partial or complete EHR can generate $50 to $100 on the black market. The high price is because of the healthcare data includes personal identity information and sometimes carries credit card information along with insurance and personal health information. So, while financial information can be tracked and secured following a breach — the healthcare information cannot be as easily tracked and resolved.

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Channel partners pursue healthcare data management opportunities

Every good-sized healthcare organization wants to establish a data repository/data warehouse and get intelligence out of it, according to Prem Pusuloori, chief technology officer of OmniMD, a certified cloud EHR, practice management and medical billing platform provider.

As healthcare organizations continue to amass stores of electronic information, an opportunity has emerged for service providers to host and manage the data repositories.

Healthcare organizations possess more electronic data than ever before, a situation that has opened up a data management opportunity for service providers.

Clinical data, once confined to paper charts, is increasingly housed in electronic health record (EHR) systems. EHR adoption has skyrocketed in recent years. The Office of the National Coordinator for Health IT reports that 59% of hospitals use at least a basic EHR system. That figure compares with a 9.4% adoption rate in 2008. Among physician practices, the EHR adoption rate was 78% in 2013 compared with 18% in 2001, according to the Centers for Disease Control and Prevention. The sharp uptick in EHR use coincides with the federal Meaningful Use initiative, which offers financial incentives to hospitals and physicians who deploy EHR systems and meet government guidelines.

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OmniMD Receives Surescripts 2014 White Coat of Quality Award

“It is an honor to again be recognized by Surescripts with their White Coat of Quality Award for the 3rd year in a row,” said Divan Dave, CEO of OmniMD. “Such a distinction is a testament to excellence but it is equally a reminder that we must keep raising the bar for ourselves.

TARRYTOWN, N.Y., Feb. 20, 2015 – OmniMD, a leading certified provider of innovative Cloud EHR, Practice Management and Medical Billing solutions, announced today it has received the Surescripts’ 2014 White Coat of Quality Award for the 3rd year in a row. This prestigious certification recognizes  OmniMD for their capabilities of Surescripts and its network to improve the safety, efficiency and quality of the prescribing process.

“It is an honor to again be recognized by Surescripts with their White Coat of Quality Award for the 3rd year in a row,” said Divan Dave, CEO of OmniMD EHR and RCM. “Such a distinction is a testament to excellence but it is equally a reminder that we must keep raising the bar for ourselves. Our commitment to constant innovation and improvement of our products is demonstrated through our third consecutive year surpassing Surescripts’ baseline product certification to meet criteria that demonstrate a higher level of commitment to e-prescribing.” OmniMD serves over 12,000 healthcare providers across the globe.

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EHR Selection: As Compliance Nears, 3 Areas to Consider

EHR Selection: As Compliance Nears, 3 Areas to Consider – Article published by OmniMD EHR and RCM CEO, Divan Da’ve

Here’s what we know. In 2005, the Department of Health & Human Services (HHS) announced that all healthcare facilities providing patient care will be required to transition their patient data to EHR (electronic health records) for the purposes of making real-time, patient-centric records available instantlywhenever and wherever it is needed”.

While compliance deadlines will vary based on multiple factors – the timeline is now starting to unfold. Healthcare centers and practices need to move information about a patient’s medical history, diagnoses, medications, immunization dates, allergies, radiology images, lab and test results to an electronic system. This provides optimal efficiency in decision-making, allowing for automating and streamlining providers’ workflow, as well as, improves accuracy of patient information while supporting key market changes in payer requirements and consumer expectations. A survey by Black Book Rankings revealed that of the 500 respondents interviewed, many blamed themselves for picking the wrong platform for their practice/facility needs.

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7 Ways Project Managers Can Anticipate, Avoid and Mitigate Problems

“OmniMD EHR and RCM CEO, Divan Da’ve and his colleagues discuss the most common issues project managers face and how to best overcome these challenges, in an article published today by CIO.”

Experts identify the most common (and frustrating) issues project managers must constantly tackle and what steps they can take to avoid or minimize these problems.

What separates the good, or the great, project managers (PM) from the just so-so? How they handle problems when they arise – and prevent them from derailing deadlines and the budget.

Her are seven of the biggest (or most common) problems that PMs face, and what good ones can do to anticipate, avoid or mitigate them.

Problem No. 1: Team members not knowing or understanding what their responsibilities are, not owning their part of the project.

How a good PM handles the accountability problem: Good project managers let team members know, up front, who is responsible for what – and clearly lay out expectations.

“Proactively setting up the decision-making structure, including where all the key stakeholders fit in, is critical,” says Tom Treanor, director of Content Marketing & Social Media at Wrike, a provider of project management software.

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