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4 Reasons to Centralize Patient Access

Courtney Patterson - Thursday, May 11, 2017


by: Stephen Gac



It may be time to consider centralizing your patient access. Knowing when to centralize scheduling and registration is as much an art as a science. First impressions matter, and a centralized patient access department will create positive patient experiences. Your revenue cycle will also benefit as the patient access department receives a consistent stream of accurate information and can send out consolidated communications to patients.


Here are some helpful indicators to determine whether it’s time to take the plunge or continue with a decentralized environment:


  • 1. Patient Satisfaction with Scheduling Has Decreased: As your organization expands, patients will most likely end up seeking treatment from more than one location. Patients that have grown accustomed to scheduling visits via an online portal, for example, will feel significantly hampered if they cannot do so for every location. Centralizing your patient access helps to standardize as many of the processes as possible.
  • 2. Low Adoption Rate for Policy Changes: When every location is autonomous, quality-of-life improvements and lessons learned from other locations become more and more difficult to disseminate to employees. You may even need to send training staff to every individual location for minor changes to technology or surrounding processes. For something as critical as managing authorizations, for instance, a decentralized environment requires constant vigilance to protect against authorizations sent to correct locations. A centralized team makes adopting new policies and technologies simpler by an order of magnitude.
  • 3. Point-of-Service Collections Have Fallen: With centralized staff, you can ensure that patients are discussing financial obligations prior to their visit. This helps prevent any surprises on either side of the check-in desk on the day of the appointment. You will also end up with staff better experienced in discussing this sensitive subject with patients.
  • 4. Staffing Does Not Match Capacity: When demographics shift, the popular services and locations will shift with it. The younger population will age, and demand will shift from pediatric services to orthopedic. Asking staff to shuffle around from place to place to meet this changing capacity is an untenable situation. Staff that stays in one centralized area will adapt more smoothly to any shifts in patient demand. This staff will also interact with patients more frequently, creating a rapport and building a better experience for everyone.


4 Tips for Creating Consistent Reports and Reducing Errors

Courtney Patterson - Monday, April 17, 2017


by: Kristine Aranda


As a report writer, I am always learning more efficient ways to write code, changes in how data is entered on the front end, or new data structures introduced by the vendor. I will outline some of the strategies I have used to ensure that my reports are as efficient as possible.


Regular Meetings with Report Writers


Holding weekly meetings with the report writers can help prevent issues and press the need to have uniformity in report creation. Discussion should center around topics that will lead to standard, precise, simplified ways to write reports. The team can share new coding techniques they have learned and implemented during the week or any relevant build changes in the front-end application. Use the time to share resolution steps for reporting errors found during the week, and reinforce policies surrounding report documentation. When all reports are written similarly or within the same guidelines, it will be easier for others to troubleshoot and decipher the code. The intention may be to keep people assigned to a particular domain, but the team needs to be flexible enough to easily fix another person’s report or take over in the case of attrition or promotion.


Communication is Key


There are so many ways to interpret simple descriptors in report requests. Making assumptions without communicating with others can lead to mistrust in the reports and the reporting team. You want to make sure that you have interpreted the request correctly and that you know exactly how to get that data. Meeting with the application builders and report requester early and often can create a better experience for everyone involved and lead to the most accurate reports. It is also important to keep the users of the reports involved so that the report is consistently used and trusted. There could be workflow changes, regulatory changes, or changes in the needs of the report that only the user knows. By keeping the lines of communication open for the users you are providing an easy way for them to document required report changes. This will send the message that they and their reporting needs are a priority to the reporting team.


Creating a Library of Readily Available Tools


Another way to minimize reporting errors and make the process of writing new reports easier is to create an enterprise-wide data dictionary. Once the decisions on business terms have been made, the reporting team can create views, custom tables, or even a data warehouse where these defined terms have already been converted into distinct columns and labeled discretely. This can reduce new development time and mistakes.


Let’s demonstrate with a simple example: the requestor wants to see ‘Age’ on the report. Depending on which dates are used in the calculation, different values could be displayed. Does the user want the Age as of today, as of the end of the reporting period selected, at the time that something was completed inside the report like Admission or Discharge date? To help with this, special columns could be created for ‘Age at Admission Date’ or ‘Age at Discharge’ with the calculations already completed; then when another requestor needs that special calculation in their report, the developer can just use the new custom field in the report instead of doing a new calculation.


Invest in Developers’ Skills


This last one might be obvious, but it’s an important reminder. Make sure your team is keeping their skills strong and sharp, as technology is ever-changing. Allocate funds towards continuing education for your developers. Encourage your team to keep their certifications current and read up on the newest versions of the software. Finally, network with others in the field to gain more insight into how you can work smarter.


Sagacious Consultants can connect you with a team of analytics experts who specialize in industry standard tools and emerging solutions. Learn more about our reporting writing service.


6 Steps to Improve Point of Service Collections

Courtney Patterson - Monday, April 10, 2017


by: Jeremy Richey


Prior to 2010, Patient Access leadership would be hard-pressed to discuss copayments, deductibles and out of pocket expenses with healthcare patients at the front desk. Revenue and patient satisfaction seemed to counter-balance each other within healthcare organizations.


Today, this delicate balance has shifted. Over the past eight years, patients have become more and more aware of their individual healthcare plans and their financial responsibility. With the increase of high deductible plans, patients are empowered to shop for healthcare services based on a cost analysis prior to purchasing the plan. This shift provides a new challenge and opportunity for healthcare organizations to increase front-end collections.


Point of service collections encompasses payments posted by the Patient Access team prior to the appointment during scheduling, upon arrival at the front desk or during the patient stay. While collecting from a patient while they are in-house is financially beneficial, a truly successful point of service collections process must begin before the patient’s arrival – specifically around scheduled procedures. These non-emergent outpatient and surgical procedures are especially important because a healthcare organization can provide estimates to the patients prior to any services performed.


Because of the newfound interest in individual health plans, many patients demand price transparency and costs after insurance. Providing estimates to patients prior to service helps reduce financial stress and increases the likelihood of collecting at the time of service by eliminating the “surprise” aspect of a patient bill. Pre-service estimates also open the opportunity for financial assistance teams to screen patients for Medicaid and charity care, which helps reduce net patient revenue.


There are several steps that an organization can take to improve their point of service collections, ranging from strategic initiatives to technological improvements:

  • 1. Establish baseline goals: Determine current collection data and set progressive goals for individual departments to obtain in a timely fashion.
  • 2. Identify gaps: Complete an organizational analysis and identify areas of improvement.
  • 3. Provide technology: Ensure all departments have the necessary technology to complete point of service collections. This includes price estimator tools, credit card machines, quality reporting tools, etc.
  • 4. Education: Establish a basic training program for staff members that includes insurance terminology, determination of copayments, and scripting.
  • 5. Develop an employee incentive plan: While an incentive plan is not required to be successful in point of service collections it can serve as an employee motivation tool. Creating a plan that is valued by the employee and accepted by financial leadership can help move an organization from “Good” to “Great”. These plans can be developed at a department level or at an individual level.
  • 6. Monitor progress: With the development of proper reporting tools organizations can better identify gaps as well as success.


In the Spotlight: Alan S. Young, Regional Director of Client Relations

Courtney Patterson - Tuesday, April 04, 2017


Alan S. Young, MD, MBA, PMP, is Sagacious Consultants' Regional Director of Client Relations for the West region, including Southern California, Arizonia, Utah, Nevada, and Hawaii. 


What brought you to Sagacious Consultants? 


I grew up in Vancouver, British Columbia, and moved to Los Angeles to complete my Bachelor of Science in Microbiology & Molecular Genetics at UCLA. After completing a dual MD/MBA degree program at USC's Keck School of Medicine and Marshall School of Business, I obtained my medical license during an Orthopedic Surgery residency. Combining my passion for business and medicine, I served as a national healthcare Senior Consultant with Deloitte Consulting LLP while providing surgical physician services at Southern California Kaiser Permanente Medical Group. At USC Care Medical Group, I was the Director of Operations Strategy and Special Projects, leading ambulatory quality improvement initiatives and electronic health record optimization efforts to improve both patient and physician engagement.


I’m now the current Regional Director of Client Relations for Sagacious Consultants in the West Region including Los Angeles, Orange County and San Diego as well Arizona, Utah, Nevada and Hawaii. The main reason I joined Sagacious Consultants was the great opportunity to identify and collaborate on projects that would have significant impact on the way healthcare is delivered through the integration of strategy, technology and operations.


What excites you most about working in this industry?


Healthcare to me has always been the most fascinating industry, because it brings together the latest advances in science, patient care, and technology. The rate of change across all facets of healthcare has been unprecedented and brings tremendous opportunity to improve the quality of life for everyone. The advances in technology are giving physicians more tools to leverage to improve the way care is delivered to patients.


What do you observe to be the biggest obstacles healthcare clients face?


The three main areas of concern for most healthcare clients I have worked with center around maintaining financial stability, meeting government and industry compliance requirements, and finding innovative ways to deliver care to achieve high quality patient outcomes and satisfaction. My advice is to periodically define their overall objectives and strategy and spend time ensuring that all the key stakeholders including patients and providers are aligned with the mission of the organization. Healthcare leaders need to embrace change and adopt technology to expedite the improvements available in efficiency and safety.


Where should organizations be focusing their energy to realize the greatest value from their EHR?


Deriving value from the EHR requires a multi-faceted approach to drive maximum synergy across various functions and applications within the EHR. The impact of strong business intelligence leadership is often underestimated. Big data analytics depends on high quality information obtained from the EHR platform to support revenue cycle, clinical quality, and reporting functions. If possible, early clinical integration with provider support to transition order sets, documentation templates, and workflows has shown to provide significant downstream impact on performance. Consolidation and managing interoperability is also another key success factor for value realization through the EHR.


Do you have a favorite moment of working with a client?

I was able to collaborate with surgeons, anesthesiologists, nurses and other healthcare leaders to implement a new surgical patient workflow based on the Enhanced Recovery After Surgery (ERAS) concepts popular outside the United States. Implementation across 7 hospitals of new evidence-based protocols and change management processes resulted in significant improvements in length of stay, readmissions rates, complications, and patient satisfaction scores.


What was your most challenging feat, and how did you overcome it?


Completing a surgery internship was the greatest mental and physical challenge I’ve accomplished. Back then, there wasn’t a limit on the number of hours an intern or resident could work in succession which resulted in several occasions of working 30+ hours in a row without sleep. Taking responsibility for a patient’s health and life is a privilege that taught me accountability and attention to detail. I think I learned to persevere and focus on long-term objectives and goals to help me overcome this challenge.


How do you like to spend your time when you’re not working?


I like exploring restaurants around Los Angeles; watching new and classic movies; planning future travel excursions with the family; staying active and healthy through exercising at the gym or recreation, including volleyball, snowboarding and hiking.


Any big goals for 2017?


Personal goals include becoming a father, celebrating my 1-year wedding anniversary, taking my wife to London and Paris, and staying healthy. Professionally, my goal is to collaborate with my clients to identify innovative ideas to deliver value to patients.


Developing an Information Governance Program

Courtney Patterson - Monday, March 27, 2017


by: Nora Radtke & Teri Tsutsui


During the next eight years, healthcare data will exceed 40 zettabytes (or 40 trillion gigabytes). It’s daunting to wrap your head around this volume of data – let alone manage and mine it. Information governance (IG) is the backbone for managing this flood of information.

AHIMA defines Information Governance as “an organization-wide framework for managing information throughout its lifecycle and for supporting the organization’s strategy, operations, regulatory, legal, risk, and environmental requirements.”


In an effort to get ahead of the curve, healthcare organizations should develop programs with strong policies and procedures for information governance. A solid IG program can:

  • - Optimize the ability to mine healthcare data while meeting compliance standards
  • - Mitigate the risks of security breaches or data loss
  • - Provide a safe means for sharing information with partners, suppliers, and other healthcare organizations
  • - Ensure that information received is trustworthy
  • - Improve quality and standard of care
  • - Reduce inefficiencies
  • - Provide cost reduction initiatives


Healthcare organizations need to become advocates of information governance. Through a suite of strategic solutions, Sagacious Consultants works to improve IG programs both technically and operationally. These include:

  • - Development of chart correction policies to promote data integrity
  • - Definition of a legal medical record and procedures to release information in accordance with HIPAA standards
  • - Change management policies to ensure regulated update of electronic medical records
  • - Strategies for privacy of confidential patient information
  • - Analytics programs to guarantee optimal and appropriate usage of data
  • - User security policies to restrict access to information by job role in an effort to safeguard organizations from data breaches


While most sites have these types of programs in a standalone format, AHIMA is encouraging centralizing IG into an enterprise program with unified leadership. This centralized format encourages engagement from the top down and standardizes policies and procedures organization-wide.


Sagacious Consultants can help your organization either start from scratch or tie together longstanding strategies into a single, system-wide information governance program. Contact us to learn more.


Consultant Spotlight: Ryan Boone

Courtney Patterson - Thursday, March 09, 2017

Ryan is a Senior Consultant from Madison, WI.  


What brought you to Sagacious Consultants? 


I worked at Epic for four years, primarily on building automation tools for testing Epic’s web applications. After Epic, I worked at an insurance company, where I built automated testing tools, and helped to build web services and applications that enabled their Quality Assurance staff to better test the applications the company had built and configured. I have been at Sagacious Consultants now for more than 5 years. 


What do you enjoy most about your job?


I especially enjoy helping my customers accomplish projects that they think are impossible or too difficult. I helped build a workflow and charging process for a dermatology clinic that would help them maintain productivity. Until that point they had avoided building documentation tools for dermatology because it was deemed too difficult. We moved two providers onto the workflow as a pilot and worked with them to continue to improve the workflow. Accomplishing these types of tasks are what motivates me.


What are your “superstar skills?”


I enjoy working on ways to integrate different systems and make sure that they work well together. I also am skilled at designing complicated systems, such as those that integrate downstream systems or complex billing logic. I also provide a different perspective on how to use the many tools that are made available by EMR vendors, typically finding new and inventive ways to use the tools they provide to better fit the needs of the physicians I support.


Do you have a favorite moment of working with a client?


I enjoy the moment when a workflow or tool I built and designed works for providers. I also enjoy finding interesting ways to solve problems. One of my favorite examples of this was when I was designing a dermatology procedure documentation system that made the process of picking charges easier. I was able to solve the problem of how to keep a dermatologist productive without causing issues with their billing.


What was your most challenging feat, and how did you overcome it? 


I had a customer that needed to build out behavioral health billing, documentation, and referrals that required electronic submission to a state program. The build involved understanding about 300 pages of regulations and needed custom code, custom activities, custom registration workflows, a brand new fee schedule, custom claims build, and involved building an entire training curriculum. It gave me the opportunity to learn a lot about how billing, claims, and other back office practices work along with designing systems for care coordination of at risk patients. Under an extremely tight timeline, we successfully replaced a custom built system that had done a lot of the work for the end users. The customer was able to maintain the same patient load.


What makes Sagacious Consultants unique?


Our employees. I have not worked for another company whose employees who are more driven both professionally and personally. The majority of my colleagues have aspirations to gain additional credentials, which Sagacious encourages; create applications or software on the side; or build products and service lines that Sagacious can use to gain a competitive edge. Almost every service line in Sagacious Consultants was created when one of their employees identified a need, presented a plan for meeting that need, and worked on developing the service. All of this is oftentimes done on top of doing exceptional client work.


How do you like to spend your time when you’re not working?


I hang out with my dog, play video games, and try to learn new things. I also enjoy going to concerts and working on personal fitness.


Any big goals for 2017?


I’ve been working on a web application for our reporting team that we hope will not only make our internal team better and more productive, but that we can provide to clients to help with managing the ever-growing need for more reporting and more sophisticated data analytics. We are hoping to go live this year. I would like to apply for graduate school by the end of the year as well.


A/B Testing Patient Statements and Payment Portals

Courtney Patterson - Friday, March 03, 2017


by: Robbie Curtis 


Patient engagement is increasingly vital to patient wellness, successful operations, and also the bottom line of healthcare organizations. Technology offers us the tools to better interact and communicate with patients.


With high-deductible insurance plans and non-covered services on the rise, new strategies towards improving self-pay collections become increasingly important. While a reliance on self-pay collections may pose new challenges for healthcare organizations, it also introduces new opportunities for increased transparency, engagement, and communication with patients and guarantors.


A/B testing can be used as a low-cost opportunity to tap into your self-pay marketplace, enable efficient communication between you and your patients, and improve the patient experience. A/B testing is a frequently utilized practice in online marketing for commercial products and services. Healthcare organizations can utilize the same methodology to gauge the conversion rate of randomized statement templates and patient payment portals across a population of guarantors.


Through statement generation, randomized rules in a revenue cycle EHR can direct to different statement templates per guarantor. By aggregating a large volume of A/B testing data within an Enterprise Data Warehouse, an informed, low-cost, and data-driven decision could yield significant percentage point increases in annual self-pay collections returns.


Here’s a straightforward guideline toward implementing the A/B testing process:

  • 1) Work with your marketing team to draft two competing statement templates.
  • 2) Set up to perform daily extracts of statement data to an Enterprise Data Warehouse.
  • 3) If using outsourced PDF statements, work with your statement vendor to incorporate the separate statement designs & include an indicator in your statement output.
  • 4) If generating statements from your EHR, use a randomized rule to direct the creation of each statement template per guarantor.
  • 5) Choose a marker of 90 days post self-pay aging date to assess collection results from each statement.
  • 6) After one round of testing, assess the data to determine which statement template generated the higher return.


A/B testing allows for a continuous cycle of improvement that can be repeated over time. It also can empower your marketing and business operations teams to coordinate more effectively toward improving conversion rates in other areas such as your online patient portal.




Epic XGM 2017 Events

Courtney Patterson - Thursday, March 02, 2017



Join Sagacious Consultants for appetizers, cocktails, and networking at one of our XGM parties!


Space is limited - RSVP now! (Registration is required.)



The Edgewater Hotel

1001 Wisconsin Place

Madison, WI 53703


April 24

7 p.m. – 10 p.m.

RSVP for April 24 


May 3

7 p.m. – 10 p.m.

RSVP for May 3 


Choosing a Reporting Method for the Quality Section of MIPS

Courtney Patterson - Wednesday, February 22, 2017

by: Zobeida Torres


By now you know about the available tracks for the Quality Payment Program: Merit-based Incentive Payment System (MIPS) or Advanced Alternative Payment Models (APM). This post focuses on the Quality category for MIPS.


Since most of the MIPS score (60%) comes from the Quality category, it is essential to look at the bigger picture and consider several factors when choosing the reporting method for this category. As it replaces PQRS, you may already have a reporting method that suits you organization’s needs. However, if this is not the case, then what follows is for you.


Establishing a reporting method can be a time consuming process as it requires planning, implementation resources, and considerations for any future plans your organization may have. Even if you expect the majority of Eligible Clinicians to follow the APM track and be excluded from MIPS, it is best to have a plan in case ECs don’t meet the criteria to qualify for APM. Additionally, if you are considering any future clinic rollouts, you’ll want to consider what reporting option would be flexible enough to accommodate both small and large practices.


Implementing a reporting method is not only time intensive, but costly. Therefore, it is important to consider as many possible scenarios in order to avoid future costs as much as possible. The reporting options—claims, CMS Web Interface, EHR, and Registry—all have benefits and limitations depending on the organization.


Factors to Consider for Choosing a Reporting Method

  • - Current EHR: What reporting options does your current EHR support? Considering a reporting method that is already supported by your EHR may provide a cost effective option. What has worked with your current option and what has not worked? Can your current option support both small and large practices? Are there any needs that are not addressed with your current option? Should you consider a third party vendor?
  • - Specialties: What specialties do you have? There are quite a few specialty sets and many measures. Not all reporting methods are options for all measures. Depending on the variety of specialties, it could be useful to cross reference specialty sets and see which reporting option overlaps with most of those measures.
  • - Plans for future clinics: Will they be large or small practices or both? Web Interface has a requirement of a minimum of 25 ECs. Does this option make sense or do you have plans to acquire clinics with a smaller number of ECs?
  • - Individual vs group reporting: Consider whether ECs will be reporting as an individual or as a group under one TIN or both as these may or may not limit reporting options. For example, claims is not a reporting option for groups. While it might make sense for some practices, it may not be the best option for others.

What Should You Do Now?


As you can see, there are a variety of factors that come in play when choosing a reporting method. It is a process that involves multiple decision makers and considerations for current and future needs. Right now is a good time to bring a group together that works closely with the practices to have a clear understanding of their needs. It is also a good time to talk to your EHR vendor and ask questions about options they support. Although choosing a reporting option has proven to be more time consuming than expected, bringing the key people together makes the process significantly smoother.


Move the EHR out of the Exam Room to Improve Patient Experience

Courtney Patterson - Tuesday, February 21, 2017




by: Ron Jimenez, MD, FAAP


It’s time we consider moving the computer out of the exam room. Let’s admit it, having the EHR in the exam room is impacting the patient-doctor relationship. As a practicing pediatrician, I have even seen the computer become a distraction for children who are naturally curious, not to mention the potential infectious disease implications of pediatric patients playing with the keyboard and mouse.


Now, this is not to say that information technology can’t be made to serve the doctor patient relationship. If fact, that is exactly what is needed. Rather than have the physician attend to the needs of the information technology in the room, let’s enable the physician to attend to the needs of the patient.


How can this happen given the significant investment already made and all the changes that have come as part of this investment? The first step is to think about what we really need the computer to do for us as providers and for the patient. In general, the computer does little for the patient in the exam room. It is at home, when patients are using a patient portal, that the value of the interaction can be realized. Patients now have a powerful channel of secure communication with their physicians. Physicians now have a way to hear from patients in meaningful ways between visits. Patients continue learning the value of portal technology. Physicians have another tool to help promote wellness and empower patients around their health and well-being.


Making the Computer Invisible


For the physician, the computer serves many needs in supporting the care of the patient and performing tasks needed to accomplish this care. Ordering medications, reviewing laboratory and x-ray results, locating relevant historical information and supporting decision making are among a few. These are all very useful and necessary but do not have to take place in the exam room. Creating reasonable workflows that take advantage of all of the roles interacting with the patient can make the patient experience and physician experience more positive.


Gathering data such as vital signs, filling out questionnaires and assessing current health care maintenance need not be solely the work of the physician. Medical Assistants can play a key role in supporting workflows that maximize clinician time with the patient. Physicians can not only delegate tasks as appropriate to licensed staff but can re-order their own work to make the patient’s time in the office short and pleasant. The shift from SOAP to APSO has direct impact.


It’s important to arrange the office space in such a way that clinicians can easily access the computer from the exam room, allowing them to document without taking precious face-to-face time away from the patient. Another option is to place laptops on carts so physician workstations are within a short walk.


In time, as Don Norman pointed out in his 1998 book, The Invisible Computer, the device itself should become invisible to both the patient and the physician. In his preface, Dr. Norman described his vision as follows:


“The personal computer is perhaps the most frustrating technology ever. The computer should be thought of infrastructure. It should be quiet, invisible, unobtrusive, but it is too visible, too demanding. It controls our destiny…Now is the time for The Invisible Computer, because that is the end result, hiding the computer, hiding the technology so that it disappears from sight, disappears from consciousness, letting us concentrate on our activities, upon learning, doing our jobs…”


Tips for Using Technology to Benefit Patient and Provider Experience


First, I’d propose that physicians leave the exam room for all computer related tasks, creating an exam room free of avoidable distractions. Next, take advantage of technologies like speech recognition, natural language processing, telemedicine, augmented reality, and virtual reality to let information technology do the heavy lifting of creating clinically useful information. By using the technology judiciously, you will improve both the patient and physician experience of using the EHR.


Next, demand that users’ interactions with the EMR are designed to be intuitive for physicians. Advocate for using physician language, expressions, and conceptual/mental models that make sense to physicians rather than express the specifications of the underlying technology. In time, ambient speech recognition, natural language processing and true natural language understanding will begin to be woven into the everyday work of physicians with patients.


As the focus of care widens to include population health and value based care, we should pursue all the ways in which data and information technology can positively impact patient care. This can be viewed from three perspectives: proactively, concurrently and retrospectively. Proactively, health maintenance reminders for both patients and providers, make sense. Evidence has proven that primary prevention of disease is effective and such reminders contribute to this approach. Concurrent to the doctor patient visit, providing clinical information relevant to both the provider and the patient in the exam room (e.g. patient education, study exam results, references) can enhance the interaction, not dominate it. Retrospectively, the value of data analytics and population health data can support new and powerful ways of caring for patients using clinical experience and powerful insights gained from data, not devices.







About Ron Jimenez, MD, FAAP, Principal Consultant


Dr. Ron Jimenez holds dual board certifications in clinical Informatics and pediatrics, and is an Epic Certified Physician Builder. During his tenure as Medical Informatics Director, IT Epic Outreach at Stanford Hospital and Clinics, Dr. Jimenez implemented the EHR in multiple settings including oncology-hematology, primary care, cardiology and multi-specialty practice settings. He has experience with implementation and support of EHRs and clinical systems in the context of public hospital, IDN and academic settings.


Dr. Jimenez holds a clinical appointment in the Stanford School of Medicine as a Clinical Assistant Professor (Affiliated), Pediatrics. As a board member of both CalRHO and Cal eConnect, he has been on the forefront of Health Information Exchange (HIE) in California and has been a key contributor to the California Immunization Registry (CAIR) over the years. 




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