Why Upgrading Your Software Matters
Maybe you’ve done it before? You know, clicking that “update later” button on the little notification that pops up in the corner of your computer.
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Maybe you’ve done it before? You know, clicking that “update later” button on the little notification that pops up in the corner of your computer.
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Healthcare today is a mix of payment models, third-party payers, complex regulations, and codes. A practice’s survival depends upon getting the finances right. As getting paid appropriately and accurately for rendering medical services has grown more complex, so too has the importance of having an effective Revenue Cycle Management solution.
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Discussions and debates over healthcare policy never end, but one point is beyond dispute: Since their founding in 1965, our nation’s community health centers have grown to play a vital role in delivering quality healthcare to more than 28 million Americans¹.
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Switching EHRs can be time-consuming and expensive, but practices continue to seek better healthcare IT. An EHR should provide comprehensive documentation, the latest interoperability, tools for Patient Engagement and Population Health, in-depth data analytics, tools that promote safety when trying to reduce the number of in-person visits, and effective Revenue Cycle Management.
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Since our partnership began, our practice has gone through a period of growth and development that mirrored eClinicalWorks’ expansion as an EHR company. After beginning our strategic partnership with eClinicalWorks, we expanded from 3 health centers to 11 health centers and 12 school-based clinics.
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Women of all ages and at all points in their lives turn to OB/GYN practices to stay healthy. As medical technology advances, eClinicalWorks® continues to create and refine tools to improve practice efficiency and keep patients engaged in their health.
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British economist Ronald Coase, honored with a Nobel Prize in Economics in 1991, often wrote about the structure of organizations. One of his chief insights was that as the transactional costs of achieving specific goals increases, it makes sense to create organizations to meet those goals.
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After a long and stressful day, you finally sit down, kick back, and start up the new video game you picked up. A black screen accompanies a sprawling medieval-inspired score and the rhythmic clacking of a horse speeding across a cobbled street. You wait. A white bar appears and then crawls slowly across the screen. Your eyelids grow heavier. As you get up to shut off the console, the screen changes to an armored knight riding his horse in circles without your guidance. A second later, the screen buzzes out, the music swells, and the game shuts off.
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As the sun sets on a Friday night in the 1990s, voices and explosions from a movie trailer continue to loop in the background as you rush past a towering yellow gumball machine and prepackaged popcorn buckets. You tap your foot against the fading carpeted floor in nervous anticipation as you scan the brightly painted shelves for the newest release on VHS.
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In late 1996, a group of Compaq and Netcentric executives gathered at an office park outside Houston and gave birth to a new idea: cloud computing. Technology would never be the same.
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