Volume 2, Edition 2: Clinical No-Show Rates. Is Technology a Contributor?

>>Healthcare Hot Topics

Clinical No-Show Rates. Is Technology a Contributor?
Brad Boyette, Divurgent; Mary Sirois, Divurgent

Following the 2001 Institute of Medicine’s landmark report “Crossing the Quality Chasm: A New Health System for the 21st Century”, a great deal of attention has been given to the transformation of care. With the implementation and utilization of technology involved in most transformational efforts, many processes can be streamlined and made more efficient. However, implementation of technology can also have a disruptive affect as well as unintended consequences.

This study will examine the current body of literature surrounding patient “no-shows” to a medical appointment and will look at how one system’s transformation of care, involving implementation of electronic scheduling and electronic health record, disrupted many aspects of transitional care, ultimately leading to a higher no-show rate.>>read more

Facility Transformation Supported by Go-Lives
Dan Frietze and Betsy Cottrell, Divurgent

Divurgent team members provided support to a community based healthcare network provider, in completing a Cerner Clinical & Revenue Cycle system re-implementation and the replacement of their General Financials and Supply Chain with McKesson applications all within a fifteen month time period. As the largest health care provider in the nine-parish area of southern Louisiana, they implemented Cerner and McKesson applications and associated re-defined workflows in five distinctly different environments. Key functionalities and enhancements in technology included..>>read more


>>HIMSS 2012 Wrap-Up

Divurgent Strikes Up the Fun and Networking at HIMSS 2012

DivurgentKingpinEventHeld in Las Vegas at the beautiful Venetian Sands Expo, this year’s HIMSS 2012 Conference was a huge success (as to be expected). As one of the healthcare industry’s largest conferences, HIMSS brought in over 32,000 attendees- setting a new record!

We couldn’t think of a better place to hold Divurgent’s first networking event, The Kingpin Bowling Social. Located in the Kingpin Fantasy Suite in the Palms Hotel and with over 200 industry leaders in attendance, guests enjoyed a night of socializing, bowling and more.

Thank you to everyone who joined us! Make sure to check out The Official Divurgent Kingpin Social Video and stay tuned for more information for next year’s Divurgent Social during HIMSS 2013 in New Orleans.


>>Welcome to DIVURGENT

Maggie Bell
Maggie Bell has joined Divurgent as a Recruiter. Maggie has a degree in Advertising from the School of Visuals Arts in NYC. She began her career as an Art Director working for a Pharmaceutical Advertising agency in NYC with clients such as Novartis, DuPont, Bristol Myers-Squibb and Aventis. Five years ago she changed her focus to relationship sales, and staffed entire teams for very large system implementations as well as acquisitions and mergers.

Elizabeth Ford
Elizabeth Ford is the new Senior Recruiter for Divurgent. Liz is a native of Virginia Beach and will be based out of our Virginia Beach office. She has 13 years of recruiting experience, mostly in Information Technology. She received her Bachelor’s degree from James Madison University. She started recruiting for IT professionals at Metro Information Services (subsequently acquired by Keane) in 1998, based out of Richmond, Va. She then opened a brand new office for a company called PRISM, Inc. out of Northern Va and was their lead recruiter until 2004, until she joined Northrop Grumman Mission Systems as a corporate recruiter. For the past four years, Liz was recruiting for PLANIT Technology Group.

David Hooper
David Hooper joins Divurgent’s Advisory Services team. After having worked for 20 years as a quality management and performance improvement expert in a wide variety of industries — including electronics manufacturing, environmental and waste management, software engineering, and telecommunications — David spent the past six years leading various strategic and systemic change initiatives within two multi-hospital health care organizations.

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