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Electronic claims processing systems and their related applications have the potential to speed payments from insurers and other payers to healthcare providers. Various services are available, including direct data entry terminals, software created by hospital information system vendors, and electronic claims processing clearinghouses. A clearinghouse allows providers to interface with insurer databases.
UNLABELLED: Although many modern ICU ventilators offer the option of electronic communication, most of these systems are not used because there is a huge communication gap between the ventilator and the computer it might be connected to. When such systems are now used, a large part of what is communicated is artifactual and misleading. We need to overcome both legal and knowledge barriers in the effort to provide seamless communication between ventilators and computers. With regard to the specific issues raised in this paper, here are our answers. Issue #1: Is it essential to have a digital electronic communication port on an ICU ventilator? ANSWER: No, it is not essential. The purpose of the mechanical ventilator is to support pulmonary ventilation by supplying gas and pressure. There is no vital role for digital communication in the gas-delivery function of the ventilator; however, in the future it will be essential to have effective electronic communication in order to guarantee accurate and timely charting. Issue #2: What impact does electronic communication between a ventilator and a computer have on patient outcome? ANSWER: Our preliminary data show that electronic communication can reduce the number of charting errors and can improve the timeliness of data entry. However, there is little evidence, other than anecdotal, that this has any impact on patient outcome. Automated charting has been shown to reduce the time spent on charting. This time-savings could be used to increase time spent in direct patient care, but there is no conclusive evidence that this occurs. In fact, one report on computerized charting systems indicates that the result is less time spent in direct patient care. Issue #3: If electronic communication is to be effective in the future, how should these interfaces be configured for mechanical ventilation? ANSWER: We recommend an optimal algorithm for automated respiratory care charting that has been suggested. Sampling frequency: Sample data from the ventilator every 10 seconds. Ventilator-setting changes: Report every new setting if change lasts more than 3 minutes. Measured respiratory care data: Filter raw MIB-collected data with a 3-minute moving-median filter. Report one filtered value every hour for each variable. In addition, use a threshold table (Table 3) to define significant events. Report changes that remain above threshold more than 3 minutes. Report all measured respiratory-care data 1 minute following any ventilator-mode changes.
As electronic data interchange (EDI) continues to gain acceptance and use, questions regarding protection of the confidentiality of private healthcare information have arisen. This article explains how a computer-based information system equipped with appropriate safeguards can be far better at ensuring privacy than a paper-based system.
Additional paperwork, escalating costs, and an outdated accounts payable system at St. Joseph Health System forced management staff to alter the way the accounts payable department operates. This article describes the process the health system used to automate one of its accounts payable departments by using electronic data interchange/electronic funds transfer (EDI/EFT) technology.
Healthcare Financial Management engaged four healthcare information systems experts in a discussion about the future of computing and technology in the healthcare industry. The four experts agree that as the healthcare industry consolidates, managed care advances, and healthcare reform legislation continues to be debated, demands for increased connectivity and new applications will be met by new healthcare information systems products based on new technology.
In many ways, nontechnical issues of an electronic data interchange (EDI) initiative--such as organizational issues--can be more daunting and expensive than the technical issues of EDI implementation. Estimates are that the "human" costs associated with education, training, and implementation management constitute 90 percent of EDI implementation costs. In order to successfully implement EDI, a strategy is needed for managing the nontechnical, organizational issues involved in the process.
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