Lumeris offers extensive experience in accountable care services, having helped establish one of the country’s first successful accountable delivery systems, Essence Healthcare. Under this model, we worked collaboratively with providers to establish new value-based reimbursement models to align incentives, affording our providers the time to more proactively manage populations of patients and coordinate patient care. To support this mission, we also developed an innovative cloud-based technology platform to aggregate and rationalize data from across the continuum of care, deliver actionable clinical and financial information to providers and organizational stakeholders, and furnish them with care management applications to leverage that information.

Essence Healthcare developed a significant set of informatics technology, accountable care methodologies, and clinical content to nurture continuous improvement capabilities across our provider network while reducing the cost of care and adhering to national regulations. These capabilities were capitalized on in 2010, when Lumeris, a software-as-a-service (SaaS) company, was established.

In early 2012, Lumeris became an investor and managing partner in NaviNet. NaviNet’s well-established provider portal functionality, utilized by 75% of the nation’s physicians, is well-positioned to support future clients:

• We understand the strengths and limitations of standard Health Insurance Portability and Accountability Act (HIPAA) transactions and regulatory compliance to support the full range of provider, patient, and payer needs across multiple insurance products, provider organization types, and care delivery models.

• We know how to extend the capabilities of standard transactions to meet the real-world needs of all users who must interact with portal capabilities.

• We have integrated with hundreds of systems of every type using many approaches, ranging from the use of standard electronic data interchange (EDI) protocols to highly customized real-time mainframe interfaces.

• We have implemented numerous hybrid transactions that cross the traditional clinical/administrative boundaries, such as in-context delivery of care guidance in response to the submission of an EDI health care eligibility/benefit inquiry (E&B) transaction.

• We have the ability to plan, predict, stimulate, and ensure the use of portal capabilities by all users.

• We have extensive experience transitioning users to new methods of communication and ensuring superior adoption.

Lumeris’ Accountable Delivery System Platform (ADSP) is the core technology behind our accountable care solution. This platform functions as an integrated control system for accountable care by providing executives, staff, and physicians access to real-time clinical and financial information. Rather than replace or compete with existing systems, the ADSP is an open, vendor-agnostic, cloud-based system that integrates disparate health information systems and aggregates claims and visit data from silos across the continuum of care. The ADSP then rationalizes this data to establish a unified, accurate view of individual and organizational performance, and mines the data for clinical and financial opportunities. The ADSP sends findings to key stakeholders and physicians to provide complete visibility into patterns and behaviors that drive costs and impact outcomes. Through a series of application services residing on the platform, our clients can address opportunities and engage physicians to drive and support optimal clinical and financial outcomes.

Lumeris’ ADSP has proven its ability to support high-performing accountable delivery systems, realizing Dr. Berwick’s renowned Triple Aim of improving care quality, cost, and outcomes. As an organization, we have adopted the Triple Aim as the basis and driver of our solutions. Further, we call our model the Triple Aim Plus One, adding physician satisfaction as a key focus and benefit of our solutions.

While the current recession has impacted Americans, businesses, and government programs throughout the nation, few are experiencing the financial strain more than Medicaid agencies. According to the Kaiser Commission on Medicaid and the Uninsured, “since the start of the recession, Medicaid enrollment has grown by 8.8 million,” pushing overall enrollment to 51.5 million.¹  Maintaining this level of enrollment has forced states to seek ways to save money without negatively impacting member benefits.

Some states are controlling costs, while continuing to support this unprecedented growth, by implementing radiology benefits management (RBM) programs. RBM programs reduce the overuse of advanced diagnostic imaging procedures. The procedures addressed by RBM programs typically include computerized tomography (CT) scans, magnetic resonance imaging (MRI), and positron emission tomography (PET). 

RBM programs have been adopted by commercial health insurance companies for decades and are successfully used by some of the nation’s largest insurers, including Aetna, CIGNA, UnitedHealthcare, and Humana. According to an article published in the Radiology Business Journal in July 2009, it is estimated that RBM programs cover approximately 100 million to 130 million health insurance members in the United States and have saved health insurance companies hundreds of millions of dollars.² 

Despite the success of RBM programs in the commercial health insurance sector, states have been slow to adopt them, but that has changed due to the pressures placed on Medicaid agencies to become more financially efficient. Medicaid agencies that have adopted RBM programs have significantly decreased costs associated with beneficiary imaging services, while increasing the quality of patient care and maintaining high levels of physician and beneficiary satisfaction.

When an RBM program is implemented by a health plan, providers submit authorization requests to the RBM organization prior to patients receiving advanced imaging procedures. These requests are reviewed for appropriateness. Ideally, these appropriateness decisions are determined using evidence-based guidelines created through the integration of well-known and widely accepted medical society standards and current medical literature, as well as input from recognized clinical subject matter experts.  High-quality RBM programs also support the prior authorization process with clinical staff experienced in the appropriate use of diagnostic radiology, offering providers additional resources to assist with their advanced imaging requests.

RBM programs have become a necessity for insurers seeking to decrease costs due to the increased growth in advanced imaging utilization. America’s Health Insurance Plans (AHIP) has stated that diagnostic advanced imaging costs are reported to be the fastest growing component of medical technology, with spending approaching $100 billion annually. Several factors contribute to this increase in imaging, including:

• Use of services previously unavailable or difficult to access.
• Adoption of emerging technologies without education on their appropriate use and how they contribute to clinical situations.
• Quality issues resulting in the duplication of procedures due to the ineffectiveness of initial scans.
• Rise in self-referrals, with providers ordering advanced imaging procedures for their patients and either performing the procedure themselves or having the procedure completed at a facility from which they receive a financial incentive. According to a 2002 article in the American Journal of Roentgenology, self-referring physicians performing their own imaging “are at least 1.7–7.7 times as likely to order imaging as non-self-referring physicians in the same specialty who see patients with the same problems.” Advanced imaging procedures were ordered as much as 54% more often by physicians with ownership interests in outside facilities than by non-self-referring physicians.³
• Defensive medicine practices, with physicians ordering procedures to protect them against litigation in the event of an unfavorable patient outcome. According to one report, it has been estimated the practice of defensive medicine costs the United States healthcare system from $60 billion to $108 billion dollars annually.⁴ 

RBM programs offer more than just financial benefits to Medicaid programs. Many patients and healthcare providers are unaware of the significant health risks associated with some advanced imaging procedures. HealthLeaders Media stated in 2009 that “the National Cancer Institute estimates nearly 30,000 excess cancers occurred from the 72 million CT scans in the U.S. just in 2007. About half of those cancers may be lethal.”⁵  By evaluating a provider’s advanced imaging request and confirming its appropriateness, RBMs help eliminate unnecessary radiation exposure, which reduces patient safety risks and future healthcare issues, as well as the costs of treatment.

RBM programs have been proven to reduce the financial burden of advanced imaging overutilization within our healthcare system. RBM programs are so successful that in June 2011, the Medicare Payment Advisory Commission (MedPAC) recommended that the U.S. Congress implement a prior authorization program in Medicare to address practitioners who order a substantially larger number of advanced imaging services than their peers.⁶  In addition to assisting with the financial burdens experienced by Medicaid agencies, states have also applied prior authorization services to state employee health plans, resulting in significant savings.

States considering an RBM program should thoroughly review several factors before choosing an appropriate organization to provide these services. Medicaid programs operate differently from commercial insurers, so selecting an RBM organization with extensive experience with both fee-for-service and managed Medicaid programs would be ideal. Various contracting models are available, so states should thoroughly review their options. One example is an administration-only model where the state pays the RBM organization fees to operate the program, with the state remaining at risk for possible fluctuations in costs.  Another example is a capitation model where the RBM organization manages the advanced imaging program for the state and assumes any financial risks due to cost fluctuations. This second model is more advantageous because the RBM organization provides the state with guaranteed savings, removing uncertainty from the budget requirements to operate the program. This allows the state to know definitively how much they will spend on advanced imaging during the contracted period. The RBM program assumes the financial risk if the program’s requirements exceed the established budget. 

Medicaid programs will continue to experience increasing populations as eligibility expansion begins in 2014, based on the new rules established by the Patient Protection and Affordable Care Act. According to the Centers for Medicare and Medicaid Services, Medicaid programs are projected to add 11.6 million people, a 21% increase, to existing enrollments in 2014, and almost 20 million people, a 34% increase, by 2019.⁷ To address these enrollment increases, states must seek ways to reduce costs, while continuing to offer services vital to their populations. RBM programs are a viable and proven option. States should take note of the successes experienced by other insurers that have implemented RBM services and consider the potential benefits for their Medicaid programs and beneficiaries.

What Are Radiology Benefits Management Programs?

Radiology benefits management (RBM) programs have been used by health insurance companies since the 1990s to assist in reducing the overuse of advanced imaging, which is the process of creating images of the human body for diagnosing clinical issues. While numerous imaging procedures can be categorized as advanced imaging, services typically included in an RBM program are computerized tomography (CT) scans, magnetic resonance imaging (MRI), and positron emission tomography (PET).

Health insurance companies that implement an RBM program require providers to submit requests for their members to receive advanced imaging prior to conducting procedures. Decisions are determined using evidence-based guidelines created through industry standards, published literature, and reviews conducted by qualified clinical experts. Most RBMs also support the prior authorization process with clinical staff experienced in radiology who offer providers additional resources to assist with their advanced imaging requests.

RBMs are already successfully used by numerous commercial health insurance companies, including Aetna, CIGNA, UnitedHealth, and Humana, as well as several state Medicaid programs. According to an article published in the Radiology Business Journal in July 2009, it is estimated that RBMs cover approximately 100 million to 130 million health insurance members in the United States and have saved health insurance companies hundreds of millions of dollars.¹

Why Are Radiology Benefits Management Programs Necessary?

America’s Health Insurance Plans (AHIP) has stated that diagnostic advanced imaging costs are reported to be the fastest growing component of medical technology, with spending approaching $100 billion annually. AHIP’s study shows that a range of 20% to 50% of advanced imaging fails to provide information that improves a patient’s diagnosis and treatment. AHIP also states that one-third of imaging procedures may be inappropriate.²

Several factors have contributed to the increase of advanced imaging procedures, including:

• Use of services previously unavailable or difficult to access.
• Adoption of emerging technologies without appropriate education on how they contribute to the clinical situation.
• Quality issues resulting in the duplication of procedures due to the ineffectiveness of previous scans.
• Rise in self-referrals, which is when a provider orders advanced imaging procedures for patients and either performs the procedure themselves or has the procedure completed at a facility from which they receive a financial incentive for the referral. One recent study stated that “once orthopedists and neurologists began acquiring their own MRI equipment in the early 2000s, their ordering of these tests increased 38%.”³ According to a 2002 article in the American Journal of Roentgenology, advanced imaging procedures “were ordered 22% to 52% more often by physicians with ownership interests in outside facilities than by others.”⁴
• Defensive medicine practices, which occurs when physicians order procedures to protect against litigation in the event of an unfavorable outcome of treatment. According to one report, some estimates show that the practice of defensive medicine costs the United States healthcare system from $60 billion to $108 billion dollars annually.⁵ In a study presented at the 2011 Annual Meeting of the American Academy of Orthopaedic Surgeons, researchers found that of the advanced imaging studies ordered by participating orthopedic providers, nearly 35% of all imaging costs were ordered for defensive purposes, including over 38% of MRIs and over 40% of CT scans. The study also reported that “physicians who had gone through litigation in the past five years reported a 63% greater incidence of defensive imaging than those who had not.”⁶

RBMs have proven they assist in the reduction of unnecessary overutilization of advanced imaging by requiring prior approval for requested procedures. This reduction results in significant benefits for patients, providers, and health insurance companies.

What Advantages Do Radiology Benefits Management Programs Offer?

Patients: RBMs ensure patients receive the correct test at the correct time in the diagnostic process. The RBM process identifies requested procedures that may be unnecessary or that can be dangerous to the patient’s health when a less harmful test can offer the same diagnostic benefits. Many patients are unaware of the health risks associated with advanced imaging procedures. According to a report published by the National Council on Radiation Protection and Measurements (NCRP), “in 2006, Americans were exposed to more than seven times as much ionizing radiation from medical procedures as was the case in the early 1980s.” The article states that this increase in exposure was primarily due to the growth in the use of medical imaging procedures.⁷ HealthLeaders Media stated in 2009 that “the National Cancer Institute estimates nearly 30,000 excess cancers occurred from the 72 million CT scans in the U.S. just in 2007.”⁸

Based on this information, by thoroughly evaluating a provider’s request and determining its appropriateness, RBMs help eliminate unnecessary radiation exposure, which reduces patient safety risks and future downstream healthcare issues and costs due to the harmful effects of advanced imaging.

Most RBMs also offer a quality component that evaluates a facility’s imaging staff and equipment to ensure procedures are being conducted appropriately. This quality process results in imaging being performed more accurately and within a provider’s expertise. A patient’s exposure to unnecessary radiation is avoided by eliminating the need for duplicate studies due to low quality scans.

Providers: Technology is constantly changing, and it is difficult for providers to be continuously educated on how those changes affect them and their patients. This issue is especially true for providers who do not routinely order advanced imaging procedures. RBMs help remove this burden from providers by providing them guidance on the most appropriate imaging to order based on technology advancements, as well as the patient’s history, presentation, and diagnostic needs.

Health Insurance Companies: By partnering with RBMs, health insurance companies provide their members with access to affordable services performed in quality facilities. Health insurance companies also cut significant, unnecessary cost from healthcare. According to an article in Managed Healthcare Executive, RBMs have been shown to decrease advanced imaging use “by 15% to 20% and reduce long-term growth trends by up to 50% and can do so with a denial rate of less than 3%.”⁹ Denial rates are low even with such high utilization decreases because in addition to ensuring the most appropriate procedure is approved, RBMs also have the effect of reducing unnecessary requests because providers are less likely to order inappropriately when they are being monitored. The article also states ordering providers have reported a 90% satisfaction rating when dealing with RBMs, which ensures that a health insurance company’s provider network will most likely be unaffected by the implementation of an RBM program.

SpecialtyCare is a people company. We’re committed to our people providing exceptional care, expertise, and innovation to help support outcomes in the operating room and beyond; therefore, our focus is to hire and retain passionate, driven associates dedicated to making a difference in the delivery of healthcare. We train our associates to a level beyond industry requirements so they can be committed to excellence and produce outcomes our customers value. We also ensure our associates are fairly compensated, and they are active participants in defining the company’s culture. As a result, SpecialtyCare has earned a reputation of providing the highest quality services and associates in the industry, which leads to the best clinical care, the best patient outcomes, and the most satisfied customers and surgeons.

Recruitment

To hire the best talent you need to attract the best talent. SpecialtyCare’s success stems from our dedicated and experienced recruiters who travel to schools, tradeshows, and conferences across the country to promote SpecialtyCare and identify potential associates. We maintain a broad pool of candidates to recruit the best associates from, especially when compared to smaller or regional competitors, because we offer our services nationally. One of our most successful recruitment strategies has been our ability to leverage our associate network to identify quality candidates. We work hard to ensure SpecialtyCare is a compelling place for associates to develop their careers and to make a difference in healthcare. Through frequent engagement with our associates, we seek their ideas and identify ways we can improve. We appreciate each associate’s choice to join SpecialtyCare and are dedicated to sustaining a culture where they can thrive and be successful. When our associates feel confident and happy with their decision to join SpecialtyCare, they are willing to recommend other talented individuals to work here.

Hiring

All associates complete an extensive and comprehensive hiring process before joining SpecialtyCare. We want to ensure SpecialtyCare is the best employer for them and that they will be a good fit with our customers and their patients. The hiring process is customized to each service line and may include the following:

• Pre-screening assessments requiring a certain score before a candidate moves to the next phase of the hiring process
• Hands-on training reviews with experienced associates to assess a candidate’s potential to complete the training program for their service line
• Competency screenings to confirm the candidate will fully comprehend future training requirements
• Realistic operation previews in a working operating room so a candidate can experience the job they will be performing to help them determine if that job is an appropriate career choice for them
• Behavioral interviewing to accurately predict a candidate’s future performance based on past performances in similar situations
• Clinical walkthrough competencies to ensure a candidate is the right fit for their team, the hospital, and the surgeon
• SpecialtyCare genuinely appreciates our associates, and we work to express that feeling from the moment they become part of our team. Our onboarding method was created to ensure all new associates have a superb experience, so we refer to our process as white glove onboarding. From recruitment and hiring to training and being introduced to their work environment, we want associates to know they made the right decision joining SpecialtyCare. Our white glove onboarding includes a streamlined orientation and extensive training processes to expedite associate productivity. The result of our white glove onboarding is that our associates feel empowered early in their new role, which increases satisfaction for the associate, as well as customers and surgeons.

Retention

SpecialtyCare constantly works to create a compelling work environment to better retain our associates, help associates have a meaningful career at SpecialtyCare, and ensure associates serve as good references for referrals. We achieve these goals through a variety of methods, including engaging with our talent, providing continuing education options for every associate, and offering career development opportunities.

• Engagement: One of the primary ways we retain our talent is by constantly engaging with them. Through regular engagement, we are able to identify ways to improve associate experiences at SpecialtyCare. We are more focused on associate engagement than most companies, and this focus is a significant differentiator for us in terms of recruitment and retention. As an example, we don’t simply circulate annual satisfaction surveys like many companies. We truly listen to the feedback we receive from our associate surveys, and we create actionable plans to address that feedback. We then share those action plans with our associates so they know we are listening and working to change the organization based on their needs and concerns. In addition to surveys, we organize focus groups, conduct town hall meetings, and circulate pulse surveys to see how associates perceive our progress in addressing their feedback. At SpecialtyCare, we take real action when our associates provide input, and people are held accountable for adhering to our engagement strategy.
• Continuing Education: We believe continuous learning drives continuous improvement, so we offer associates access to the training they need to succeed in their roles at SpecialtyCare. We provide every associate professional development funds to help finance ways to further better themselves and to expand beyond their roles for their own education. Additionally, our associates have access to SpecialtyCare University, our own in-house education program, which offers an extensive array of training opportunities on a wide variety of topics. We created SpecialtyCare University so our associates are always educated on the newest healthcare innovations to ensure the best clinical outcomes for our patients. We spend more time and money on training and educational development than our competitors, and we continue to invest in those areas. This investment in education is a significant differentiator for SpecialtyCare and is beneficial to our customers. As an example, while some hospitals may internally manage the types of positions we offer, many hospitals lack the specialized infrastructure and support needed to provide their staff with the tools and resources to maintain and expand their education. Since SpecialtyCare is dedicated to these roles, we have the ability to invest more time and money in developing education programs specific to these associates, which helps ensure associates are always updated on the latest advances and standards applicable to their positions.

• Career Development: SpecialtyCare is dedicated to offering a career path for our associates. We believe in developing our talent in-house whenever possible and providing our associates with the opportunity to grow their careers without needing to the leave the company. To support this goal, we created an online leadership program within SpecialtyCare to help train our clinical associates to become our future business leaders. Virtually all of our clinical managers and directors were promoted to their positions from within SpecialtyCare. We also help our associates improve their performance within their roles throughout their careers. We set goals and performance milestones annually, and we hold associates accountable for their performance. We recognize associates who exceed performance standards through our pay-for-performance philosophy that rewards associates appropriately.

SpecialtyCare is different from other companies because of our people. When we hire and retain the best talent, we are better able to support our customers and our pursuit to deliver excellent patient care. We have the best talent because we have good engagement, a good workforce, a good reputation, and the ability to help people grow their careers. We make empowering associates a daily priority, and their success as a valued member of SpecialtyCare results in great outcomes for our patients and high satisfaction for our customers.

Improving Surgeon Satisfaction Daily in the Operating Room

Surgeons can often feel like they are a solo act, which can contribute to feelings of isolation and dissatisfaction; however, it is more accurate to think of them as the conductor who directs the performance of the operating room team, so working to keep their satisfaction levels high results in everyone working in harmony.

Numerous factors contribute to surgeon satisfaction, and your ability to influence several of them can positively impact patient care and improve operating room processes. As an example, operating rooms with high surgeon satisfaction consistently have reliable start times. The following provides tips on how to help surgeons in your hospital excel in their conductor role and improve their satisfaction.

Streamline Your Operating Room Processes

Surgeon performance will be improved, as will their satisfaction, if you maintain a predictable and consistent operating room scheduling system. You should strive for surgeries to start on time and focus on turning the room over as quickly as possible. This attentiveness demonstrates to surgeons you value their time and are contributing to their productivity.

As an example of the importance of efficient operating room processes, the Stanford University Department of Anesthesia conducted a surgeon satisfaction survey to identify the performance standards most important to surgeons. While “Ability to calmly manage a crisis” and “Patient quick to awaken” were the top two attributes, among those that tied for third were items related to process efficiencies, including timely starts, short turnaround times, and short time to position, prepare, and drape.¹

In addition to a predictable and consistent operating room schedule, implementing swing, or parallel, operating rooms also greatly improves efficiency and helps eliminate unproductive surgeon time. In one study, the swing room model achieved a 33% increase in cases when compared to a standard operating room model.²

Scheduling flexibility and a willingness to accommodate requests are also important to surgeons. When a surgeon asks you to help address a surgical challenge or to schedule an urgent case, work to meet their needs. Your assistance will further establish trust and enhance your partnership.

Keep Surgeons Informed

Surgeons need to know you have their best interests in mind and you value their input, so communicate with them frequently, such as proactively asking for their opinions and recommendations, especially related to operating room improvement plans.

One of the best ways to promote surgeon communication is by conducting surgeon satisfaction surveys. At a minimum, annually poll surgeons to identify areas that meet their needs and areas that could be improved to better support them. While written surveys are a viable option, consider conducting verbal surveys, which will allow surgeons to be more expressive of their experiences and expectations. Once plans are established to address the concerns voiced during surveys or other interactions, present your plans to them to demonstrate you are listening to their input and are taking action to address their areas of concern.

You should also encourage operating room directors and executive team members to frequently interact with surgeons. Team members should ask surgeons about their experiences using operating rooms at the hospital and if there is anything that can be provided to better support their patients. Having staff members establish a rapport with surgeons helps increase surgeon satisfaction and better informs you of how you can continue to improve processes to address surgeon and patient needs.

Finally, you should ask your primary scrub nurse or circulating nurse about a surgeon’s demeanor or if the nurse is aware of any issues that consistently frustrate surgeons. Your nurses may be aware of small concerns that can easily be resolved. Surgeons will appreciate your ability to identify and address issues without the surgeons needing to bring them to your attention.

Provide the Tools and Staff Surgeons Need

Operating room capabilities are constantly advancing, such as the implementation of smart surgical suites offering video conferencing with offsite specialists who can observe the surgery remotely and have the ability for the surgical team to instantly access patient imaging, test records, or other information from the hospital information system. Supporting surgeons with leading technologies such as these demonstrates your dedication to providing the tools surgeons need to increase productivity and provide improved patient care.

Consult with surgeons to identify tools they don’t currently have access to and communicate your efforts to acquire those tools to your surgeons. If you can’t acquire those tools, explain why and offer other options to improve operating processes and productivity until those tools can be obtained. Be honest with surgeons if they request changes or equipment that you won’t be able to address and explain why. Your honesty will be appreciated, and you will avoid establishing expectations you won’t be able to meet.

Enhancing tools outside of the operating room can also help improve surgeon satisfaction and productivity. Having access to electronic medical records, enhanced nurse call solutions, and mobile device notification support are ways to increase the productivity of all staff members. As an example, some surgeons may appreciate receiving text messages notifying them of upcoming surgery times to ensure they arrive at the operating room on time.

Employing the best staff members to support surgeons is as important as having the best equipment. Staff members who understand the steps of each procedure and can anticipate the surgeon’s next request will enhance the surgeon’s experience and improve procedure efficiency. Surgeons will be more confident during operating room procedures if they trust the staff supporting them and their patients. One way to better support surgeons is by consistently using the same staff partner, who will learn each surgeon’s preferences and communication methods, allowing their staff to better interact with the surgeon. Partner knowledge will expand the more they work with the surgeon, so the surgeon’s experience will continuously improve over time.

Show Your Appreciation

Small gestures can go a long way to showing your appreciation. Encourage staff members to thank surgeons for bringing their patients to your hospital. You can also thank them for starting on time, finishing on time, and for providing excellent care to patients. Small amenities can also demonstrate your appreciation. If a surgery unexpectedly runs long and through lunch time, have food delivered. Also have coffee and other snacks available if the surgeon is booked throughout the day. Small amenities require a small cost but can have big satisfaction benefits.

SpecialtyCare has more than a thousand clinicians working directly with physicians in operating rooms across the nation, so we observe opportunities to improve surgeon satisfaction on a daily basis. As such, our staff can help improve satisfaction and productivity in your hospitals through a variety of ways, such as:

• Assisting to achieve on-time starts by driving operating room processes
• Improving tool accessibility by preparing sets prior to the procedure and in the manner preferred by the surgeon
• Enhancing the style, method, and tone of communications to efficiently deliver data to result-oriented surgeons throughout their procedures

Our services specifically address the following – perfusion, intraoperative neuromonitoring, autotransfusion, sterile processing management, surgical assist, and minimally invasive surgical support. By integrating our clinical services in your operating room, we can help increase surgeon satisfaction while improving your operating room efficiencies and lowering costs.