image they get at a free standing center ver-
sus what they get in a major hospital. All they
know is that they cost a di;erent amount.”
For consultant Numerof, the most valu-
able tool in the revenue cycle arsenal is an
integrated clinical record with an underly-
ing relational database to measure depart-
ment performance against a common set
of standards. In the hospital setting, the
radiology department is too often a siloed
entity—with its own free-standing clinical
and ;nancial transactions capabilities, “a
gargantuan liability,” she says.
;e lure of an integrated clinical and
;nancial system led Chicago-based Resurrection Health Care to standardize its
operation on Epic.
Spanning six hospitals, Resurrection
began the deployment in the fall of 2011
with a target date of end of 2013, says
Patrick McDermott, system vice president, revenue services, at Des Plaines,
Ill.-based Presence Health, a new health
system that formed with the merger of
Resurrection and Provena Health last fall.
“We are taking a courageous route with
Epic,” he says.
By that he means the six former Resurrection hospitals are undergoing a “big
bang activation” of Epic’s entire product
suite—spanning inpatient, outpatient,
OR, and ED. Radiology will have its own
information system and also use Epic’s
centralized scheduling module to book
patient appointments, which number
upwards to 150 per day at each hospital,
McDermott says (the six member hospitals of the former Provena Health run on
Meditech, and the health system has not
yet determined it they too will migrate to
Epic, according to McDermott).
According to Epic, its RIS combines
rules-based scheduling, documentation,