Matthew Mabalot HTM 680 Week 2 assignment

About Cooper Primary Care Objectives Implementation Improving Population Improving quality & care coordination Lessons Learned Conclusion References

Solo practice in Duluth, GA Deployed EHR on Dec. 4, 1995 EHR: EncounterPRO by JMJ Technologies of Atlanta 3,500 active patients at the start Employees: Dr. Cooper 1 part time PA 2 part time NP Office Manager Receptionist Exit Clerk 3 Billing Specialists 1 Part time student assistant (scans documents into the EHR)

Increase income Decrease overhead costs Business growth/expansion Increase billing, revenue, profit, and cost per visit Increase daily productivity Increase patient volume Increase staff Decrease charting time Decrease patient wait time Decrease prescription refill time Decrease telephone call turn around time

Incremental approach

Work-flow management approach

Automated business processes

Installation of server within 2 days

4 hours to train staff Staff proficient within 2 weeks

Added 600 new patients after 6 months of implementation Started with 3,500 patients prior to implementation (1995)

Patient population grew more than 12,000 (2002)

Number of patient visits increased 62% (45 patients/day with 2 providers to 73 patients/day with 3.25 providers)

Patient total wait time from check in to checkout decreased 42% (1 hour to 35 minutes) Prescription refill time and average telephone call turnaround time decreased 75% (1 hour to 20 minutes or less)

Patients were in and out of Cooper pediatrics in 35 minutes

Immunization rates increased from 90% to 99%

Patient safety increased through legible, computer-generated prescriptions

Billings increase 404% ($490,000 to $2,469,000) Revenue Increased 271% ($419,700 to $1,557,300) Revenue per full time provider was 125% higher than the national norm Profit Increased 102% ($15,900 to $304,300) Chargers per visit increased 171% ($50 to $136) Charts eliminated (60 per day to zero) Charting time decreased 75% (4 minutes to less than 1 minute) Cooper Pediatrics spent an initial cost of $20,000 + $40,000 for maintenance and upgrades System paid for itself and generated additional income to move to a larger facility with 11 exam rooms

Integration of all office functions into one system implemented simultaneously saved time Create simple workflows and charting for automation Created templates that were configurable to each practices preference The EHR must save a Physician time because the physician was the most expensive employee

Tested the system to comparing charting time (Electronic charting vs. Paper charting)

Davies, N. (2007). Improving Quality and

Reducing Cost with Electronic Health Records.

Health Information and Management Systems Society. Chicago, IL. P. 135