Physicians Practice - March 2008 - (Page 46)

ADMINISTRATOR’S DESK Between the software selection process, staff training, and the inevitable IT hiccups that will arise, implementing an EMR can drag on for months, even under the best-case scenarios. To minimize any subsequent revenue loss, maintain a detailed schedule that takes into account each step of the process, including research time, vendor demonstrations, site visits, physician input and feedback meetings, product selection, software (and often hardware) implementation, staff training, and follow-up meetings. The deadlines for training should especially be clearly communicated and adhered to. “A good vendor is going to put together an implementation timeline, and there are going to be assignments,” says Hertlein. “[The plan] will state that they are responsible for doing certain things by a certain date, and the practice is responsible for doing their part by the deadline. This is a dual responsibility.” BE THE CHEERLEADER Throughout the EMR buying and implementation process, don’t forget to keep a close eye on ofﬁce morale. Both clinical and clerical staff often resist change. Some fear they may lose their jobs. Others may be anxious about having little experience with computers. “When nurses start grousing about the project, you really need to champion that process by being the cheerleader and making sure there are not any bumps in the road,” says Nelson. Hertlein agrees: “The key to success is educating your staff and getting them psyched. In some areas, after an EMR is implemented, the roles of employees change signiﬁcantly.” Address fears by explaining to staff their new roles before implementation, and explicitly tell them how they ﬁt into the grand scheme of what will likely be a new ofﬁce dynamic. Automating your ofﬁce’s workﬂow with an EMR can deliver enormous beneﬁts, eliminating repetitive tasks, streamlining billing, and freeing more physician time to focus on patient-centered care. But it’s also a major undertaking for which practices — and the administrator in charge — must prepare with research, staff involvement, and a strong commitment to making it work. • Shelly K. Schwartz is a freelance writer in Maplewood, N.J., who has covered personal ﬁnance, technology, and healthcare for 12 years. Her work has appeared on CNNMoney.com, Bankrate.com, and in Healthy Family magazine. She can be reached via editor@physicianspractice.com. 46 | PHYSICIANS PRACTICE | MARCH 2008 WWW.PHYSICIANSPRACTICE.COM http://www.medfusion.net http://www.medfusion.net http://WWW.PHYSICIANSPRACTICE.COM

Table of Contents Feed for the Digital Edition of Physicians Practice - March 2008

Physicians Practice - March 2008 Contents The Bigger Picture: Try a Little Tenderness Second Opinion Letters Physicians Practice Pearls: The Value of First Impressions Noteworthy Cover Story: Your Complete Guide to Patient Service Billings & Collections: Rules to Code By The Administrators Desk: Selecting an EMR Technology: Learn to Love Your Nerd Ask The Experts Coding The Guide The Tech Doctor: All About Blogs The Great Practice Makeover: When Bad Things Happen to Good Practices Start It Up - NEW! The Law: Audits 101 In Practice: Do As I Say... Pretty Please? Healthonomics: Handling the Changes Wrought by Medicare D Classifieds Advertiser Index

Physicians Practice - March 2008

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