The Transition Between The Old System And The New System

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

This document outlines the conversion to an electronic health records system for Children’s Hospital of Wisconsin. It is important to note that the conversion process is only the beginning. The process must be clear and understandable to all members of the organization. Members must be trained extensively and retrained on an ongoing basis. Changes must be made in a well thought out manner and this must be communicated effectively to the members that are affected. The effectiveness of the system should be monitored and evaluated regularly and those that do not comply must be disciplined properly.

To improve the performance, there need to be upgrades with the systems that the hospital uses to keep track of the patients information. I recommend using Epic as a tool to help keep all of the patient’s information confidential and easy to access with a click of a button. This will allow for every department to have access to a certain patient’s file whether to be from a doctor entering notes about the patient’s visit, to health insurance billing department making sure that copays and such are being paid and their accounts are kept up-to-date. The hospital governance plays an important role because of the need for funds to help keep the hospital. By providing more outside events to raise money for the hospital will be a great start to being able to fully provide for each patient that comes through Middlefield Hospital doors.

This experience is helpful in making this transition run smoothly. This is a very important job. She must make sure that the system chosen is appropriate for each department of the hospital. She must take all information provided by the other members of the team, to come to an educated decision as to which system is best.

Epic resulted in the transformation of Yale-New Haven Health by substituting disparate EHR’s (electronic health records) and the health system with a centralized EMR (electronic medical record) and a revenue cycle platform. Lisa Stump revealed that Yale-New Haven Health applied a Big Bang approach to ensure uniformity of implementation for the Epic system. However, she maintains that there was need to modify the approach based on the requirements of the existing practice. Again, the Vice President added that effectively achieving uniformity in Epic’s implementation was more about managing the resultant change and thinking actively on the ways of managing the change for Yale-New Haven Health. The task of implementing Epic at Yale-New Heaven Health incorporated the participation of its nurses, employees, and doctors. Moreover, redundant modifications were removed in Epic’s implementation because the organization is dedicated to ensuring standardized content and workflows. The benefit of applying the Big Bang approach in ensuring uniformity is that an entire hospital goes live on an EMR with a periodical departmental roll-out strategy. Consequently, the approach helps in ensuring that each person is

The final identified recommendation is the use of a standardized action plan format that will provide the framework for change. Defined expectations and deadlines will ensure that progress is maintained amongst the numerous and diverse clinical settings. My role-modeling of this step will teach my management team how to utilize this tool as well as assist with setting the expectation that they utilize the tool with their staff members as well.

Anita Ground also stresses on the huge importance of this planning stage by using a concept of system life cycle. It consists of feasibility study, analysis, design, programming, implementation, and lastly maintenance (Ground, 2011, VA TMS training material). The analysis phase in particular would coincide with what the author Yoshihashi is presenting in figuring out office strategy and researching EHR options. Identification of stakeholders and system requirement would play a critical role in EHR adoption (Ground, 2011). Stakeholders would include patients, family, clinicians, billing, registration, and coding as well as the external users such as Centers for Disease Control (CDC) and Centers for Medicare and Medicaid Services (CMS). Bottom line is that the new system being purchased would need to provide meaningful use to the clinic based on the current certification standards.

Stage 1 involves adoption and implementation of an EHR system and data gathering. In this stage hospitals must meet 11 core objectives and select 5 menu objectives for a total of 16. (CMS.gov) Many of the documentation components of Cerner® will aid in meeting the requirements of stage 1. Specific features Include:

My facility has rolled out the implementation of Epic electronic health system. The implementation process started at the primary acute hospital setting, beginning on a test unit. It was then rolled out to the other hospital locations. All health care providers were mandated to

Kaplan Home Health will be rolling out a new Electronic Medical Records (EMR) in the summer for 2017. “The Office of the National Coordinator for Health Information Technology (ONC) defines an EMR as a digital version of paper charts in a clinician’s office that contain the medical and treatment history of patients in one practice” (Zahabi, 2015). This will effect health care providers such as physicians, nurses, nurse aides, radiology personnel, and lab personnel. There will be mandatory training on this EMR system starting May 1, 2017. All staff will have an opportunity to learn the new system, ask questions, spend time practicing within the new system, as well as a comprehensive test at the

With the partial electronic medical record system, budgeting for full EMR integration is a key priority that will allow Creekside to capture

I spoke with the Director of Informatics, Dorothy Vanderweil, to learn how our hospital addressed the implementation of an EHR. Dorothy was able to tell me how they assessed readiness, planned their approach, selected a certified EHR, and conducted training and implementation of the EHR. HMC assessed the specific flow of each department. At the start, they discovered there were individual needs for each department. They then assessed which departments could consolidate to share work flow. They evaluated the need for training of individuals and found many staff could barely use a mouse. HMC determined which devices would best suited when documenting in the EHR, along with how many devices were needed. The planning then began and the decision was made to use the C5 tablet for documenting. Of course, they needed to know the cost involved with the procurement of these devices. Decisions were made as to how and what they wanted to be able to view and chart. Since they were moving from paper charting there was no data integration to be concerned about. They formulated a plan for training including the adoption of super users for extra support during the first few months of going live. They selected Cerner as the EHR system to implement. Once all staff were trained and physicians as well, a decision was made to go live. By January 2010 HMC was ready and implemented the EHR certified system Cerner. Go live was very well planned with extra staff

It was determined that the healthcare organization has a current patient portal and the staff needed to maintain this technology solution. By combining forces with other community

You need solutions that not only save your staff time, but reduce operating expenses and improve patient compliance. With options like CureMD, Lytec PM and Practice Choice, you have access to everything you need to streamline your organization without disrupting services during the planning and implementation stages. What differeniates MediPro from other vendors is our award-winning training and customer service. You are never alone when you partner with MediPro. From the intial EHR implementation planning processes through staff training and techincal support after you launch the system, you can be certain our team is available to help you get the most from your PM software. Request a demo today to learn how MediPro gastroenterology EMR software can help you reduce administrative burdens and improve patient

In 2005, HIMSS Analytics developed the eight-stage EMR Adoption Model. The model reflects the results of more than 5,000 institutions surveyed about their level of clinical system implementation and progress toward a paperless EMR (HIMSS, 2009). To progress through each stage of the model, capabilities within each stage must be operational and all lower stages must have been achieved before a higher level will be considered achieved (HIMSS, 2009).