Mayo Clinic : A Hybrid Regional Health Information Organization ( Rhio )

In 2009, President Obama signed the Health Information Technology for Economic and Clinical Health (HITECH) Act to promote meaningful use of health information technology (Jha, 2015). Before the HITECH Act was passed, only about 17% of U.S. doctors and about 9% of U.S. hospitals were using an EHR according to Jha (2015). During 2013, the percentages increased to

SHC mission was to care, to educate, and to discover for the benefit of patients and larger community. Multiple problems and opportunities were present within the organization’s IT infrastructure that needed to be resolved before implementing an EMR system. The case stated, “In the early 2000s, SHC was in no shape to support an EMR system comparable to other healthcare groups” (Denend & Zenios, 2010). They needed to fix their existing IT infrastructure in order to resolve network, security, and regulatory compliance (HIPPA) issues. After addressing these concerns, they could focus on a solution for an EMR system. The strategic motivation behind implementing an EMR system was to reduce cost, meet competitive (internal and external) pressures, improve

With and pro there is a con in most situations and this too is true when it comes to having an EHR system. One of the cons is the amount of cost it has on a facility to do this that includes things like the cost to switch, train, and purchase the system. The average cost to invest normally rates close to ten-thousand dollars per physician employed in a facility. After

CAMC is constantly evolving and following the enactment of the Affordable Care Act (ACA) and the Health Information Technology for Economic and Clinical Health (HITECH) Act, it was decided that a Cost-Benefit Analysis (CBA) (See detailed spreadsheet – Appendix A) should be performed to ensure compliance with these acts. Adoption of the EHR will mean that CAMC would qualify for incentive payments from the Medicaid and Medicare programs for if they can demonstrate that they are making “Meaningful Use” of an EHR system to

I would do my homework, and research the most popular EHR systems for the type of practice I was looking to implement it in.  By asking other professionals what they liked and disliked most about the EHR software they were using, I could narrow the field down considerably.  Once I had settled on the vendors whose products I was most interested in looking into purchasing, I would send each one an RFP (Request For Proposal) outlining my practice type, in addition to our available budget for the product and our practice needs and priorities.  It is recommended that these only be sent to vendors that are seriously being considered to supply their product because RFP’s require a good deal of effort to respond to.  They do allow the EHR customer to contrast and compare product features as they relate to their specific practice needs.

The software related Electronic health record implementation need to be appropriate for the needs of the organization and budget.(Swab, & Ciotti, 2010) The EHR software system has many areas of market depending upon the size of the hospital bed size. The first criteria for the vendors according to the bed with 100 and small hospital The Electronic health record system cost about between $ 1 million and 2 for the electronic health record system The electronic health record software cost for the organization about medium hospital cost is much larger than the first one. It comes around three to ten million. The hospital and organization with more than average bed cost for the electronic health record system will be higher amount than the other one. The cost and amount of electronic health record system will depend upon the size of the hospital . The management has to decide about the budget for the organization. (Swab, & Ciotti, 2010). The organization must evaluate its mission and goals in light of its particular strengths and weakness and in light of the demand for services and competition in the external environment. Based on that evaluation it can make a plan that will take advantage of opportunities like Electronic health record implementation according to the goals of an organization.(Finkler, Ward, & Baker, 2007).

HITECH act is part of the ARRA (American Recovery and Reinvestment) Act of 2009 designed to promote the adoption of Health information Technology (HIT) and meaningful use of the HIT. The US Department of Health and Human Services (HHS) and CMS have spent more than 25.9 billion under the HITECH act to create the HIT infrastructure and a nationwide network for Electronic Health Records (EHR). According to Washington Post, as much 36.5 billion has been spent toward incentives and EHR infrastructure.

The initial purchase of Epic’s EMR, was just the beginning, in recent months, Santa Clara County has additional purchased other Epic modules, in order to meet PRIME guidelines by providing dental care. The additional compounded costs of electronic applications with implementation and business modifications are significant costs. Not all of these costs will be reimbursed by Medi-Cal however, they also come at a significant cost to Santa Clara

"EMR vendors are being stretched to the limits by requirements to support multiple standards across the country". One of the functions of EMR is to make possible to transfer data into information and to support the knowledge; other indicator of quality is its interoperability (De.ryerson.ca, 2013 CHIT 100), in order to meet these requirements EMR system has to support multiple standards. This is required not only to be able to be used across the facilities and/or networks, but also to make it highly functional and interoperable with EHR. Vendors are required to make EMR system maximum functional

The ARRA includes the Health Information Technology for Economic and Clinical Health (HITECH) Act, which pursues to improve American Healthcare and patient care through an extraordinary investment in Healthcare IT (HIT). The requirements of the HITECH Act are precisely designed to work jointly to provide the necessary assistance and technical operation to providers, enable grammatical relation and organization within and among states, establish connectivity in case of emergencies, and see to it the workforce is properly trained and equipped to be meaningful users of certified Electronic Health Records (EHRs). These computer software products are designed collaboratively to intensify the footing for every American to profit from an electronic health record (EHR) as part of a modernized, interrelated, and vastly improved grouping of care delivery.

Achieving MU will require general training and time, which interprets to big costs for health-care professionals. A few problems with MU are enrolment and attestation process is cumbersome for eligible providers and for those with employed faculty, incentive costs for hospitals and eligible health care providers cover only a few percent of the overall cost to implement an EHR and attain meaningful use, the majority of medical organization are within the similar relative development phases of EHR application, there is a lack of clinical predictors for whom health organizations are rival to recruit, train, and maintain, implementation plans for new applications are typically a lot lengthier than the timeline specified

It can overall increase productivity and profit in the long-term. For instance, my workplace instills usage of electronic medical records for new and current patients for efficiency, productivity, and accuracy for the long-term of patients dental x-rays and health history. The costs involved are considerable and hard to calculate depending on the fees and licensing. According to, (Health Resources and Services Administration, 2016), a persistent problem is demonstrating a return on investment from an (EHR) implementation is often times challenging and may be even more difficult for smaller practices. The cost and effort involved from staff and management is difficult, but necessary to carry out productivity for implementation of (EHR). Every company practice is different and every practice must adapt to changes of implementing (EMR) for the duration of patient accuracy. Aside from the challenges, cost, and effort of implementing (EMR)’s in health care organizations, there is a desire to generate a return on investment (ROI) from them.

In 2003, after several attempts to implement an information system (IS), Kaiser elected to hire a company to build an integrated set of systems for the organization. Epic Systems Corporation agreed to architect a fully functioning system in three years and estimated this project to cost around $1.8 billion. Seven years later, the Electronic Health Record (EHR) application was implemented

(A). Performing a cost-benefit analysis would help the project manager and team compare and establish vendor financial and non-financially benefits. By performing a cost-benefit analysis, the project manager can gain benefits by selecting vendors and suppliers that specialize in certain areas. Performing the cost-benefit analysis would highlight vendor strengths in delivery, flexibility, quality and reliability, fair price, familiarity, and financial and business stability that would best meet the established project budget and hospitals and ambulatory care facilities with the necessary framework for EHR exchange. Choosing a vendor with a good delivery history would eliminate waste when purchasing needed EHR software and equipment, this

You are an IT Director at a medium-sized urban hospital with 160 beds and 1,500 associates. You are a full-service hospital with a typical list of departments to include multiple ICUs, mother & baby, emergency services, radiology, oncology, surgery, etc. You are considering a new EMR application because the vendor of your current EMR has lost market share, failed to pass meaningful use attestation, and is losing market share with unpredictable future stability state. You are considering a cloud solution as the potential network architecture & strategy.