Health IT Savings Must Factor into ROI

Dean Wiech
Dean Wiech

Guest post by Dean Wiech, managing director, Tools4ever.

No matter the industry, each time a purchase is made, business leaders always want to know what they are getting in return for their financial investment. Questions frequently asked include: “How is this going to help me?” and “What is my return on investment?” Another phrase, often uttered by “Mr. Wonderful” Kevin O’Leary from the popular show Shark Tank is, “What am I getting for my investment?”

By examining the answers to these questions, business managers and organizational leaders must ensure that their budget is being adhered to and that purchases by the organization are considered, or proven, not to be a “waste” of money.” Often, return on investment (ROI) is a combination of both “hard” and “soft” costs and savings, which can often be difficult to determine. The “hard” cost is easy to define: What am I spending now versus what will I be spending on a different product, solution or system, or by doing nothing? Alternately, how is this solution going to allow me to save money in the long run? In this scenario – “hard” costs and savings — there is a definitive dollar figure that is able to be applied to implementing a solution.

“Soft” savings are a bit more of a complex issue; they are more difficult to determine and to document. For example, time and labor saved, or stress saved by employees completing a task that takes 10 minutes versus 35 minutes are soft savings. Soft savings also might be seen in improvements in customer service or in the customer experience. It is difficult to put a dollar amount on these scenarios and improvements, but they do impact a business, its success and its financial performance.

Time is money, of course, but in the case of healthcare perhaps it’s more fitting to say that “time is life.” This savings equates to valuable potential life-saving time, as we well know, and, in turn, improves patient care. As healthcare organizations seek ways to allow clinicians the ability to focus more on patients rather than on information technology, there are some solutions available — many that that are often overlooked that allow them to reach their goals. Some of these technology solutions provide a direct correlation between a physician’s ability to enter an information system, retrieve or enter information and get back to focusing on patient care. Essentially, with these types of solutions, like access and identity management, physicians can get back to work more quickly and their interaction with the technology is reduced.

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Health IT Thought Leader Highlight: Dean Wiech, Tools4ever

Dean Wiech
Dean Wiech

Dean Wiech, managing director of Tools4ever, a global provider of identity and access management solutions, has worked in healthcare for more than 25 years. Here, he discusses how IAM enhances the ROI for health systems, and how the solutions make patient care more efficient, how they work in healthcare, and how systems and records can be made more secure — for patients and providers — because of the technology.

Tell me about yourself and your experience in healthcare.

I have been actively selling software solutions in the healthcare market for 25 years. I have sold and/or managed teams in about 50 percent of the country.  I have always focused on solutions that provided a definable ROI based on productivity and time savings.

Tell me about Tools4ever. How does the company serve the space? Tell me about your products and how they are used in healthcare.

Tools4ever is a company that focuses on the identity and access governance space. We assist the healthcare market in insuring that the lifecycle of user accounts are managed in a timely and accurate manner. We also have solutions that save care providers time by eliminating repetitive login tasks and avoiding the need to call the help desk for password resets

How is Tools4ever different than some of the competitors in your space?

I believe our primary differentiator is time to implement. We can get the basics up in running in a few days to a few weeks, depending on the solution. The majority of our competitors take months to years to complete an install. The result is the healthcare organization can realize a much quicker benefit from the product and a quicker ROI.

What’s your footprint like in healthcare and who are some of the organizations you work with? How do you help them?

We have numerous hospitals and long-term care providers across the country. One example is South County Hospital in Rhode Island. It utilizes our Self Service Reset Password Management (SSRPM) solution to allow end users to reset forgotten network passwords. We then synchronize that password to several other solutions to allow a reduction in the number of credentials the employee needs to remember.

Another example is a major university hospital in New York City. It uses our user management solution for several tasks. The most recent example is provisioning patients to the network to allow them to view their records on a mobile device provided by the hospital for the duration of their stay. We also implemented a password self-service reset function to allow the patients to reset their passwords without a further burden on the help desk.

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Single Sign-on: Bridging the Gap between IT and Clinicians to Enhance Care at Chilton Memorial Hospital


Guest post Chris Shaw, senior vice president and general manager, OneSign Products Group at Imprivata.

The aging population and skyrocketing cost of care are driving healthcare organizations around the world to rethink their business and delivery models, and to develop more efficient ways to keep their populations healthy.  In the United States, meaningful use objectives defined by the Department of Health & Human Services (HHS) under the Health Information Technology for Economic and Clinical Health (HITECH) Act have propelled hospitals to lead the way in the adoption of electronic health records (EHR) in order to optimize care delivery and improve patient outcomes.

At Chilton Hospital, an award-winning, nonprofit hospital in northwestern New Jersey, the benefits of digitization were clear, and the IT department was committed to making the shift to EHR, regardless of meaningful use and its incentives.  Yet they anticipated resistance from their care providers, who were accustomed to finding all the patient information they needed in one paper chart. When Mark Lederman, Chilton CIO, joined the hospital in 2011, he knew that his team was going to have to find a way to implement the EHR system without forcing clinicians to log in and out of multiple applications dozens of times a day.

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