Robert J' Colletti Senior Vice President and Chief Financial Officer John A' Adams Executive Vice Pr

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Robert J. CollettiSenior Vice President and
Chief Financial Officer John A. AdamsExecutive
Vice President and Chief Administrative Officer
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Safe Harbor Statement

• The attached materials and managements prepared
  remarks include forward-looking statements, and
  management may make additional forward-looking
  statements in response to questions. These
  materials may include, but are not limited to,
  statements concerning our anticipated
  performance, including revenue, margin, cash
  flow, balance sheet and profit expectations
  development and implementation of our software
  duration, size, scope and revenue expectations
  associated with client contracts benefits
  provided by Eclipsys software, outsourcing and
  consulting services business mix sales and
  growth in our client base market opportunities
  industry conditions and our accounting,
  including its effects and potential changes in
  accounting.
• Actual results might differ materially from the
  results projected due to a number of risks and
  uncertainties. Software development may take
  longer and cost more than expected, and
  incorporation of anticipated features and
  functionality may be delayed, due to various
  factors including programming and integration
  challenges and resource constraints. We may
  change our product strategy in response to client
  requirements, market factors, resource
  availability, and other factors. Implementation
  of some of our software is complex and time
  consuming. Results depend upon a variety of
  factors and can vary by client. Each clients
  circumstances may include unforeseen issues that
  make it more difficult or costly than anticipated
  to implement or derive benefit from software,
  outsourcing or consulting services. The success
  and timeliness of our services often depends at
  least in part upon client involvement, which can
  be difficult to control. We are required to meet
  specified performance standards, and contracts
  can be terminated or their scope reduced under
  certain circumstances. Competition is vigorous,
  and competitors may develop more compelling
  offerings or offer more aggressive pricing. New
  business is not assured and existing clients may
  migrate to competing offerings. Financial
  performance targets might not be achieved due to
  various risks, including slower-than-expected
  business development or new account
  implementation, or higher-than-expected costs to
  develop products, meet service commitments or
  sign new contracts. Our cash consumption may
  exceed expected levels if profitability does not
  meet expectations or strategic opportunities
  require cash investments.
• More information about Eclipsys risks is
  available in Eclipsys recent Form 10-Q and other
  filings made by Eclipsys from time to time with
  the Securities and Exchange Commission. Special
  attention is directed to the portions of those
  documents entitled Risk Factors and
  Managements Discussion and Analysis of
  Financial Condition and Results of Operations.

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Who we are.

• Founded in 1995
• Became a publicly traded company in 1998
• NASDAQ ECLP
• 1500 facilities using our solutions
• 2000 employees
• Headquarters Boca Raton, FL
• 2004 revenues 300 million

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Health Care IT Market

• HCIT is forecasted to grow at a compounded annual
  rate of 7 from 36.5B in 2003 to 47.0B in 20071
• EHR solutions reported to be ordered by 30 as of
  end of 2003, by acute-care hospitals, with 80
  penetration rate expected by 20162

Sources (1) North American Healthcare IT
Spending Forecasts to 2007, ID Number
M-22-6133, April 24, 2004, Gartner Research,
Michael Davis, Joanne Galimi. (2) The Diffusion
and Value of Healthcare Information Technology,
Rand Corporation, Anthony Bower.
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Catalysts for HCIT Adoption

• Government One goal is for Americans to have
  personal EMR w/in 10 yrs1
• Non-Governmental Leapfrog Group focusing on
  patient safety and quality care
• Consumerism 70 of Americans turn to the
  Internet for healthcare decisions2
• Workforce Shortage of healthcare profssionals3
• Capital constraints Financing future growth is
  looming issue4
• Information systems5
• 18 of provider respondents indicate that they
  have a fully operational EMR
• 53 of respondents state IT purchases to reduce
  med errors is top priority

Sources (1) Presidents Information Technology
Advisory Committee, Health Care Delivery and
Information Technology (HIT) Subcommittee Draft
Recommendations, April 13, 2004 (2) Survey
Consumers Want More Healthcare Info,
Consumeraffairs.com, March 28, 2005. (3)
Competing for Talent The Advisory Board, 2004.
(4) Financing the Future, The Advisory Board,
2003. (5) 16th Annual HIMSS Leadership Survey,
HIMSS, February 14, 2005
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Eclipsys Leadership in NHIN Initiatives

• President Bush NHIN (National Health Information
  Network) infrastructure by 2015
• Established ONCHIT (Office of the National
  Coordinator for Health Information Technology),
  David Brailer, MD as head (4/04)
• Published strategic plan to achieve NHIT (6/04)
• Strategic Plan
• Achieve Interoperable Health Records
• Interconnect Clinicians
• Personalize Care
• Improve Population Health

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Eclipsys Leadership in NHIN Initiatives

• Eclipsys Providing Leadership
• Eclipsys XA ObjectsPlus offering promoting
  interoperability between disparate systems
• Web-based Remote Access Services (RAS)
  interconnecting physicians
• eLink and Standards-based interfaces
• Founding member of HIMSS EHRVA which is committed
  to a leadership role in standards development,
  EHR certification, interoperability, advancing
  performance and quality measures
• NHIN prototypes design and testing with EHRVA
  (Electronic Health Record Vendor Association)
• Founding member of Integrating the Healthcare
  Enterprise (IHE) initiative
• Driving HIMSS 2006 interoperability showcase w/
  Sunrise XA connected to HCO, VA and Dept of
  Defense HIS

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Eclipsys is The Outcomes Company

• We provide software, content and services that
  help our customers transform healthcare and
  improve their clinical, financial and
  satisfaction outcomes.

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Our Software Optimizes Patient Flow
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The Connected Enterprise
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Our Customers

• Community
• Academic
• IDNs
• Specialty centers
• Ambulatory
• Regional
• Pediatric

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Partnership Turning Vision into Reality

• Sarasota Memorial Health Care System, Sarasota,
  FL
• Computerized Physician Order Entry

• 90 reduction in Medicare denials for ED-ordered
  EKGs and chest X-rays
• 2 million estimated annual savings in printing
  and labor costs
• Reduced average medication order completion time
• from 3 hours to 45 minutes
• Reduced lab turnaround times
• 89 for ASAP physician orders
• 53 for routine orders

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Partnership Turning Vision into Reality
El Camino Hospital, Mountain View, CA Network
Services, Wireless

• Installed a wireless network instead of upgrading
  the existing wired network
• Reduced annual labor and materials costs by 66
• Avoided business interruptions
• Project completed in less than 4 months

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Financial Overview

• Summary of Financial Results
• Traditional Model vs. Software Recurring Revenue
  Model
• 2005 Success Factors
• Overall Financial Summary

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Revenue Growth
(in millions)
42 Growth
309.1
254.7
218.1
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Improving Financial Results
2003
2004
2005
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Traditional Model vs. Software Recurring Revenue
Model
Affects of each model on a typical 10 million
contract
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Advantages of Contracting Model

• Improves long term visibility of the business
  model
• Helps build foundation for sustainable
  profitability
• Strategic selling advantage
• Helps insulate business model in capital
  reimbursement environment
• Better aligns customer payments with value
  received

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Quarterly Revenue Composition
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Growth in Recurring Revenue
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Growth In Professional Services
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2005 Success Factors

• Improve professional service margins throughout
  year
• Capitalize on content offering and add-on
  software opportunities
• Successful implementations
• 2004
• 54 major system activations for 2004
• 18 major system activations in Q4
• 23 Sunrise Clinical Manager 3.5XA activations in
  2H04
• 2005
• 33 major clinical activations in 1H05
• 40 additional major clinical activations
  scheduled for 2H05
• 27 Sunrise Clinical Manager 4.0XA planned for
  balance of the year
• Continue to leverage operating expenses
• Successful releases of Sunrise Clinical Manager
  4.0 XA (released in March 05) and Sunrise
  Clinical Manager 4.5 XA

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Leverage Operating Expenses
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Overall Financial Summary
42 Growth

• Improving financial results
• Financial model capitalize on recurring revenue
  model
• Reduction in loss per share
• Improving DSOs
• 12/31/2002 - 79 days
• 12/31/2003 - 75 days
• 12/31/2004 - 67 days
• 03/31/2005 - 63 days
• 06/30/2005 61 days
• Increase in deferred revenue
• 12/31/2002 - 80.1 million
• 12/31/2004 - 125.0 million
• Leverage operating expenses
• Objective is build a financial model that
  generates sustained profitability

309.1
254.7
218.1
2002
2004
2003
Revenue growth
Loss per share improvement
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Our mission