Campbell Clinic Orthopaedics

“We wanted a paper-free office with efficient electronic access to patient information… And we wanted to succeed in the first attempt.”
– John M. Vines, CEO

New workflow efficiencies produce significant salary/benefits savings—elimination of nearly five full-time staff positions through attrition.

  • Reduction of $127,900 per year in 3.8 file clerks and 1 business office/medical records staff
  • Savings of $55,000 per year in microfilm
  • Savings of $14,000 per year in chart supplies
  • Reduction of $6,400 per year in offsite storage and courier expenses
  • First year savings of $21,000 in mobile shelving

Campbell Clinic Orthopaedics is a world leader in sports medicine, pediatric orthopaedics, joint replacement, physical medicine and rehabilitation, orthopaedics oncology, and surgery of the hand, hip, foot, knee, shoulder, and spine. Established in 1909, Campbell Clinic Orthopaedics continues to thrive because the physicians have been responsive to innovations in technology that improve diagnoses and treatments, as well as enhance the everyday operations of the practice.

Campbell Clinic

With four locations, more than 400 employees (including 39 physicians, 42 PT/PTA/ATCs and 40 residents), and upward of 9,000 clinic visits each month, Campbell Clinic Orthopaedics was a high-performance practice that knew it was time to move to a high-performance EMR system. Recognizing the goal and then reaching it, however, was not a simple path. Despite the government and media hype about EMRs, Campbell Clinic leadership was keenly aware of the reality that about half of all traditional EMR installations fail.

The bottom line was to identify and implement a viable technology solution that would digitize patient records without disrupting the way our providers practice medicine.

As our search team began to preview EMRs through vendor presentations, followed by site visits, it was immediately apparent that many of the products would seriously slow down the pace of our clinic. Even the simplest processes with many of the other software products seemed time-consuming, and they required extensive data entry by physicians that detracted from direct patient care.

We could not afford to be wooed by the bells and whistles of the feature-rich EMRs in the market today, nor could we delay implementation or risk failure as physicians learned to adapt to these systems. We carefully assessed the practice’s immediate needs and sought a solution that would satisfy those needs, interface with existing software, and upgrade and grow with the practice. The SRS EMR proved to be the perfect fit.

Once the requisite hardware and software were installed, implementation was the next challenge. Working while maintaining our already demanding schedule, our office team scanned charts for each physician for a four-week period prior to the go-live date. Emergency or unscheduled appointments were handled on an as-needed basis. Yes, there was a bit of anxiety from our staff as we faced change and new technology, but as the implementation progressed, everyone was pleased at how smoothly the process unfolded.

Ease-of-use and training were serious considerations when we were making our software purchase decision. We required a technology solution that could be readily accepted by a wide array of users who had varying degrees of computer skills and knowledge. The software had to improve our efficiency throughout the enterprise, not impede it. There is no downtime at Campbell Clinic. We could not close our doors for a protracted period of time while the majority of employees learned to use a new system. With SRS EMR, training was minimal—less than half an hour for physicians and only slightly longer for office staff.

The selection of a EMR was a deliberate technology decision to avoid the pitfalls of traditional point-and-click EMR products often experienced by colleagues, such as forfeiting overall productivity, increasing staff frustration, and slowing down physicians by compelling them to be data entry clerks.

Since implementation, three new physicians have been added to the practice roster and each easily adapted to the SRS EMR. Even staff members who balked at the notion of a new technology purchase have joined the ranks of committed supporters. Staff turnover has been negligible in departments that strongly rely upon the software, with many claiming that they will never work without it again.

While there are many intangible savings with our SRS purchase—increased workflow efficiency, improved response time for patients with clinical questions, greater access to patient information for physicians and staff, etc.—the operating cost savings for the first year of implementation, and the projected operating cost savings over a five-year period, speak volumes about our decision to go with the SRS EMR.

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