COVID Didn’t Change the Lab Needing to Get Paid for Doing the Work
by Amanda Caudle | July 21, 2022 | Blog, What’s New
The work of a lab is complicated, but we can break down our work into just a few simple functions. Orders come in, we get the specimens onto instruments, we perform the tests, and we deliver the results. The results are what drive patient care, so it’s no surprise that 70% of medical decision-making is based on lab data. Lab data provides an incredible wealth of knowledge to benefit patient health and improve patient care. It can also bring value to the business of healthcare.
In 2019, we were delivering value to our patients and to our healthcare systems by building our laboratory businesses. We were adding scale volume through mergers, acquisitions and partnerships, and we were getting paid for the work we were doing. But we were cheating.
A lot of laboratory test orders have information missing. Others come in on paper requisitions. Behind the scenes, we had set up manual processes to clean up these test orders—all in an effort to get paid. In some cases, we were the ones who mistyped the order details when we had two screens going, one to manually register the patient in the HIS and the other to cross-reference their insurance details, because the physician’s office didn’t care to provide it on the electronic order. Then we cross-referenced catalogs and re-labeled or re-accessioned the specimens. Were we spending a lot of time on these manual processes? Sure. Were we writing off more tests than we even knew how to quantify? Absolutely. But did we capture the dollars for the good of the bottom line? Yes!
We all knew there were a few cracks in that system, but pre-pandemic,we were mostly managing. We were level. We had the pipes in place to move data where it needed to go, even if it was only partly right.
2020: pandemic time. I remember reading a news article that Los Angeles Unified School District was planning weekly COVID-19 testing for all its 1M students. Suddenly, one school board’s decision added a million tests a week. There was brand-new business coming at us from companies, sports teams, nursing homes, prisons, ships, and more. These new customers wanted quick scaling like we had never seen, which meant we would have to perform at scale—another issue entirely. And we weren’t going to be able to cheat our way out of it.
At the same time, legislation was flying. The CDC needed data. In those early days, we were lucky to get spreadsheets via fax, with names and birthdays. Next came new order entry questions to add, which meant new data points in our databases. “Capture the new information we told you about yesterday.” “Add these new electronic lab reporting interfaces by next week.” And, “We need high quality, accurate results. By the way, we are going to partially base payment for these tests on how quickly you can churn out results. Oh. Please.”
About the author
Amanda Caudle
Director, Product Management
Amanda Caudle is the Director of Product Management for all Sunquest’s Orders, Results, and Specimen Coordination products. She has worked on the Sunquest Atlas™ product line since 2005 and is passionate about helping physicians deliver the right care, to the right patient, at the right time, and making things easier for the laboratorians that give them the data to do so.
About the author
Amanda Caudle
Director, Product Management
Amanda Caudle is the Director of Product Management for all Sunquest’s Orders, Results, and Specimen Coordination products. She has worked on the Sunquest Atlas™ product line since 2005 and is passionate about helping physicians deliver the right care, to the right patient, at the right time, and making things easier for the laboratorians that give them the data to do so.