NICOLE CHIREAU-KLIEN UNIT 2 INDIVIDUAL PROJECT 1/22/2016 PATRICIA McCLURE-CHESSIER HC385_U2IP_NICOLECHIREAUKLIEN EHR Implementation Nicole Chireau-Klien HC385_U2IP_NicoleChireau-Klien 1 EHR IMPLEMENTATION STRATEGIC PLAN MODEL Abstract The importance of the implementation of electronic health records (EHR) into a hospital is to make daily operations of the facility more efficient. EHRs are reported to reduce medical errors, simplify physician workload, streamline operations while creating a network and safety net for patient data. These key characteristics are currently missing from the traditional paper based approach of ABC Hospital. Taking on such a large task calls for the development of a strategic plan for the implementation of the new EHR and ease the transition from paper to electronic health records. EHR IMPLEMENTATION STRATEGIC PLAN MODEL EHR Implementation Mission Statement: To initiate, plan, execute and control an electronic health record that meets the needs of ABC Hospital who is dedicated to delivering exceptional patient care services at the midsized hospital located in the Midwest. The scope of ABC Hospital EHR project includes the planning, design, development, testing, and transition of the ABC Hospital over to the new EHR system. This software will meet or exceed organizational software standards. The scope of this project also includes completion of all documentation, manuals, and training aids to be used in conjunction with the software. Project completion will occur when the software and documentation package has been successfully executed and transitioned to ABC Hospital. Goals To complete EHR implementation in 3 months. To ensure that all 120 employees are efficiently trained in the new system before going live To stay within the proposed budget of $75,00 for EHR implementation To evaluate the success of the EHR systems post-implementation To improve efficacy and patient safety through the use of paperless EHR EHR IMPLEMENTATION STRATEGIC PLAN MODEL SWOT Analysis Strength Safeguard information confidentiality Reduce possibility of lost records Improve Quality and originality of documentation Cost saving Improve data storage Opportunities Encourage proactive healthcare practices Greater checks and balances Improved reporting capabilities Fulfill patient's satisfaction Support in decision making (Noraziani, K., Nurul, A. 2013) Weakness High adoption cost Limitation on interoperability Lead to medical error Require comprehensive personnel training Variation in software package Threats Jeopardize provider-patient relationship Probability of system failure Resistance of implementation among users Lead Staff Implementation Team EHR Team Lead Involvement Encourage policies and procedures, make final decisions of implementation EHR Ensure project is on schedule; maintaining a list of vendor Implementation Manager and resolve issues Physician Progress of the EHR, physician buy-in Champion Nurse Lead Nursing staff reluctance, clinical workflow Information Development, design of software and implementation Technology Lead CureMD EHR Design, establish and maintain an effective program that Builder protects employee confidentiality and privacy for all records. Meaningful Use Staff training to achieve meaningful use of EHR Lead Workflow Staff training on workflow with EHR Redesign Lead CureMD Training Establish valid employee training program; leadership Lead teams (Health IT. How to Implement EHRs, 2014) EHR Vendor Comparison & Hardware EHR IMPLEMENTATION STRATEGIC PLAN MODEL Through extensive research We have narrowed it down to 3 different EHR vendors. One was Advanced MD, Cure MD, and NextGen. AdvancedMD is a cloud based EHR, PM and Billing Service. We considered this option due to the fact that we did not have to purchase any further software and just download the user tool due to the cloud based server however, while being reviewed we have found the high price does not justify the lack of communication with customers and the duplication of data. We also found that there is no customization and the templates are complicated. The next review was on NetGen; they are the most popular among healthcare facilities. Their system is fairly easy to use and the customer service and training is extensive. They are meaningful use stage 2 certified and have a large user-base. They are better suited for large practices and would become too difficult for our midsized hospital. Finally, we reviewed CureMD which provides a bundle suite that uses their own clearinghouse and is suitable for our facility. Their system is user friendly, affordable pricing options, and easy to use. They are a Microsoft company that also has an iOS platform so it is very accommodating to any system we choose. CureMD has an implementation period of 6-8 weeks which is well within our scheduled time. With this review we have chosen to go with CureMD. With this implementation we will purchase tablets for physicians and staff to carry from room to room thus saving time from the constant need to log in and input data after each patient. The ease of entering data during patient assessment is available. This will reduce the margin of error since the data will be entered during the visit rather than later. Along with the tablets a review of the current local area network and routers will be necessary to ensure adequate service for our needs. EHR IMPLEMENTATION STRATEGIC PLAN MODEL Training Schedule Training our staff will be the larger investment in this implementation and because of the limited amount of time allotted to us for the EHR turnover there will be a training of a select team. This team will be put through an excelled program by the trainers at CureMD. This team will then become the core group of EHR implantation training. This group will be the go to people for continued internal training to the office staff and clinicians also to provide any hints, tips and techniques. All staff members will be trained computer skills based on needs along with hands-on training of the application uses according to the department and needs. The training schedule will go as followed: 1. 2. 3. 4. 5. 6. 7. 8. Intro to EHR Keyboard and Navigation Skills Super User Training Overview of Product System Build Hands-On End User Go Live Support Review/Refresher/User Training This training is to be completed within the 3-month schedule; dates of each training to be determined. (A. G. 2013, May 17) Evaluation Three weeks after the go-live date there will be an evaluation of the EHR implementation. We will be gathering feedback and reports from both patients and staff members through surveys and suggestions. There will also be a meeting where department heads EHR IMPLEMENTATION STRATEGIC PLAN MODEL and representative members of the administrative staff will be present to give feedback on any additional training, changes, and technical needs for their departments. Once the problems have been identified they will be organized in the order of importance and the most urgent issues will be handled first. From the first meeting there will be a bi-monthly meeting where we will go over procedures and policies to ensure we are within our guidelines and to go over any other problems that may arise. Records of these meetings will be available for review for future audits. EHR IMPLEMENTATION STRATEGIC PLAN MODEL References Noraziani, K., Nurul, A. (2013). An Overview of Electronic Medical Record Implementation in Healthcare System: Lesson to Learn, Pages 223-230. A. G. (2013, May 17). Five Best Practices for Training Staff on Using a New EHR. Retrieved January 22, 2016, from http://profitable-practice.softwareadvice.com/five-bestpractices-for-training-staff-on-ehr-0513 Health IT. (2014). How to Implement EHRs. Retrieved January 21, 2015, from Health IT: http://www.healthit.gov/providers-professionals/ehr-implementation-steps/step-1-assess-yourpractice-readiness