Electronic Medical Record Project

Electronic Medical Record Project

  1. Executive Summary

Electronic Medical Records (EMRs) have helped minimize medical errors and offer unmatched benefits to both doctors and patients. EMR firms continue to design sophisticated software systems to serve this purpose. Medical institutions that already use EMR have remarkably reduced hand transcribed errors. Cases of misplaced or lost patient files are also being kept to a minimum as a result. EMRs therefore play an important part in enhancing patient welfare and safety. These systems play a crucial role in improving efficiency within the healthcare. Physicians also find it easy to ascertain specific parameters like blood pressure and vaccinations records. EMRs also help health practitioners to identify patients scheduled for preventive screenings and visits. Doctors can also use EMRs to track relevant data associated with patients.

This article will focus on “Health Fusion”, a form of EMR that allows users to organize and maintain patient information and records safely. This system provides many benefits to its users including proper management of health records, order management, electronic prescribing of medicines and management of medication and charts. ORS Green Medical Facility is one of the leading medical institutions in Phoenix, Arizona. It is widely recognized and is home to well trained and experienced medical experts and sophisticated medical technologies. The new EMR program aims to better equip its main hospital and subsidiary clinics by simplifying and optimizing its patient and staff records. The facility wishes to become a recognized and trusted health facility within the region it operates in.

In order to achieve this goal, the facility must first train workers who lack experience in using computers. The new EMR system will serve the hospital facility and its subsidiary clinics for a long time. The ORS Green Medical Facility aims to reduce paperwork by 90 percent, keeping the environment clean as a result. The company can then advertise its efficiency via available digital sources such as online radio and TV stations, emails, magazines and social media platforms like Instagram, Twitter and Facebook. They will also keep performing regular SWOT analyses to ensure that the EMR system is serving its intended purpose.

  1. Project Plan

Appropriate EMR project management is required to implement an EMR system successfully. Information systems cannot be constructed and deployed without adequate oversight and planning (Finlay, Rothman & Smith, 2014). The successful implementation of EMRs requires the users to familiarize themselves with essential implementation factors.

Workers Training

Changes in the workflow cannot be implemented without properly training the staff. Doctors and nurses who have been using paper to communicate for many years must fully understand the importance of using the new EMR system (Kokkonen, et al., 2013). Employees should also be encouraged to ask any questions related to using the new program. Likewise, all staff members must have sufficient experience in using computers. New nurses will be hired and would have to go through the rigorous training about the use of EMR. If possible, nurses with informatics background will be considered first before any considering any other candidate. This is because it is easier for them to grasp the training earlier than a nurse who is computer illiterate.

Equipment Availability

The EMR provider must provide all necessary server specifications and hardware requirements. A smooth transition is only possible when adequate network infrastructure and equipment are present (Raghupathi & Raghupathi, 2014). The project manager and the junior teams under him will have to test all their wireless connections and mobile devices before utilizing the new EMR system. Fixing technical hitches in the real environment helps ensure that the new software will not pose numerous issues in the future.

Implementation Timelines

The selected implementation approach will involve slowly phasing in the new EMR program, providing enough time for staff members and physicians to adjust. The doctors, nurses and administrative staff will be guided through the adoption of the new program without interrupting their duties wherever possible (LAUa, Partridge, Randhawa & Bowen, 2013). Excellent implementation requires the application process to be performed over a longer timeline.

Team Leadership

A devoted member of the staff will lead the task of overseeing this transition. The project manager must ensure that all administrative officers, nurses and physicians are on board during the implementation process (Middleton, et al., 2013). The project leaders must be well-informed so as to articulate the relevant changes in protocols and processes professionally.

Expected Expenses

Item Amount/ Year Multiplier Total/ Year
EMR Implementation USD233, 298 (a mean of five doctors) *6 USD 1, 399, 788 (for 30 doctors)
Maintenance Experience USD85,500 *6 USD 513,000
Hospital and Clinics Expenses     USD42,000
Total EMR     USD 1, 954, 788
Hospital     USD12, 800, 000
Clinics USD800,000 *4 USD3,200,000
Combination     USD16,000,000
Total Expenses     17,954,788

 

Profit (Revenue-Expenses)

USD22, 200,000-USD17, 954, 788 = USD4, 245, 212

Item Projected Amount
Loss projection USD500,000
Risk Analysis USD1,000,000
Market Research USD15,000
External Graphic Design Consultant USD20,000
   
Media Placement USD30,000
Projected Total Cost USD1,565,000
Total Profit Projection USD2, 680, 212

 

The above project plan will guide the project manager and the subordinate teams through the process of implementing the new program. Workers within the establishment will be allowed to ask any questions that may arise during the implementation process. The project manager will ensure that all departments are fully involved and well represented in the training and implementation process. Teamwork will be encouraged during the application process. The success of this new EMR program will be monitored each month, and a SWOT analysis will be performed to identify potential weaknesses and threats. The users will also be free to provide both positive and negative feedback regarding their experiences while using the new information system. The project will only commence when all the necessary funds, infrastructure and human resources are available. The project manager will spearhead the project and choose ideal team members.

References

Finlay, G. D., Rothman, M. J., & Smith, R. A. (2014). Measuring the modified early warning       score and the             Rothman Index: Advantages of utilizing the electronic medical record in    an early warning system. Journal of hospital medicine9(2), 116-119.

Kokkonen, E. W., Davis, S. A., Lin, H. C., Dabade, T. S., Feldman, S. R., & Fleischer Jr, A. B.    (2013). Use of electronic medical records differs by specialty and office settings. Journal of the American Medical Informatics Association20(e1), e33-e38.

LAUa, F., Partridge, C., Randhawa, G., & Bowen, M. (2013). Electronic Medical             Record. Enabling Health and Healthcare through ICT: Available, Tailored, and          Closer183, 15.

Middleton, B., Bloomrosen, M., Dente, M. A., Hashmat, B., Koppel, R., Overhage, J. M., … &    Zhang, J. (2013). Enhancing patient safety and quality of care by improving the usability       of electronic health record systems: Recommendations from AMIA. Journal of the          American Medical Informatics Association20(e1), e2-e8.

Raghupathi, W., & Raghupathi, V. (2014). Big data analytics in healthcare: Promise and   potential. Health information science and systems2(1), 3.

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