| Early adaptors of the Electronic Health Records | | | | with the organization, will generate unbiased |
| (EHR) process are discovering that they have to | | | | results |
| prepare for a wave of change, which will impact | | | | Collaboration: It is essential that the HIT team |
| the entire organization, long before they bring in | | | | truly represent the organizations clinical leadership, |
| an IT specialist. The Health Information | | | | in addition to administrative and IT leadership |
| Technology (HIT) component of the American | | | | teams. Before EHR implementation begins, |
| Recovery and Reinvestment Act (ARRA) was | | | | consider completing a comprehensive work flow |
| signed into law on February 17, 2009. A specific | | | | analysis to review the current efficiency of the |
| goal of Medicare and Medicaid HIT provisions is to | | | | organization prior to IT intervention |
| provide incentives for the adoption of certified | | | | It has been early adaptors experience that |
| Electronic Health Records (EHR). | | | | organizations are never fully prepared for the loss |
| Over a five year period health care providers can | | | | in productivity that accompanies the EHR planning |
| be reimbursed a total of $44,000 if they show | | | | and implementation process. Allow enough time |
| meaningful use of Electronic Health Record (EHR) | | | | for the EHR team to complete the selection, |
| technology. Eventually, by year 2015, there will be | | | | planning and implementation process (24 to 36 |
| penalties for medical professionals that do not | | | | months is recommended). |
| adopt EHR. | | | | Communication: A clear and upfront |
| To maximize HIT payments, providers must begin | | | | communication of the organizations vision, and |
| to submit for incentive payments during the 2011 | | | | how HIT will fit into the mission, needs to be |
| and 2012 calendar year. This is good news for | | | | determined by the leadership team before |
| organizations that have been contemplating an | | | | beginning the EHR process. |
| ERH process, as they can benefit from these | | | | Update policies and procedures to inform staff, |
| lessons learned from others that have jumped in | | | | with clear and concise documentation, on how |
| and implemented the process through trial and | | | | roles, responsibilities and processes may have |
| error. | | | | been changed. |
| Consistent with any major change management | | | | Implement a standardized orientation process to |
| process, it is essential that the leadership be | | | | insure consistency. |
| aware of the disruptive effect the EHR process | | | | Cross-fertilization of department staff within |
| will have throughout the organization. | | | | orientation, training & development sessions |
| The strategic planning processes provides a | | | | has been a helpful strategy in learning the big |
| format for developing specific strategies, | | | | picture. Leadership support for an environment of |
| converting those strategies into a business | | | | trust and open communication was found to |
| planning process and establish measurable and | | | | foster honest feedback on the system and the |
| attainable organizational goals. It is a process that | | | | EHR implementation process, which points to the |
| not only determines where an organization wants | | | | increased buy-in that is necessary for successful |
| and needs to go, but also, how it is going to get | | | | HIT initiatives. |
| there | | | | It is inevitable that EHR will begin to transfer an |
| HIT Strategic Planning: | | | | organizational culture that may be founded on |
| Health Information Technology (HIT) payments | | | | yesterdays paradigms and ideas. Among the |
| are spread out over a 5 year period. This is the | | | | lessons learned by early adapters of electronic |
| time to seize the opportunity to develop a | | | | healthcare technology is leadership teams who |
| five-year strategic plan with short and long term | | | | develop a strategy that includes collaboration, |
| goals that coincide with the HIT planning process | | | | communication and cooperation before beginning |
| and the organizations mission. | | | | the process create an environment in which |
| At the start of the process, creating and | | | | people are prepared and excited about |
| communicating a compelling vision is the powerful | | | | operationalizing the vision. |
| directional force. The vision sets the strategy for | | | | Aligning resources and establishing guidelines for |
| the next 5 to 10 years and positions the future | | | | effectively leading people across the organization, |
| success of the organization, its migration to EHR | | | | before beginning the EHR selection process, will |
| technology and the resulting improved patient | | | | ultimately lead to a higher level of performance. |
| information and care. | | | | Medical professionals can take full advantage of |
| An effective planning process needs to include an | | | | the ARRA HIT timeline and the maximum |
| external assessment and an internal appraisal. The | | | | payment schedule by beginning the EHR |
| external assessment considers the organizations | | | | development process in 2011 or 2012 and |
| customer or market segments, along with a | | | | submitting for reimbursement. Now is the time to |
| competitive and trend analysis. A formalized | | | | create a strategy which determines the future |
| internal appraisal should objectively review the | | | | direction of the organization and what |
| organizations structure & functions, | | | | organizational resources will be needed to |
| resources, strengths and limitations. A survey | | | | determine that success. |
| assessment tool from a third-party, not affiliated | | | | |