Links to the website and what we do are in the right margin of each page.
The purpose of this blog is to incite discussion around the topics of EHR, EMR, HIT, Rhios, and NHIN. Our intent is to see what we can do to help providers improve their strategy, further the discussion, and to drive solutions in the areas of strategy, selection, requirements, process alignment, Project Management and implementation.
I should note that I find most blogs rather stale and tedious to read. I like to write as though we’re in conversation. I enjoy an occasional rant and muse, and believe there’s always room for a little humor in everyone’s day. I’ve also been known to be a stickler for good grammar.
I look forward to your input, perhaps you’ll look forward to mine.
Paul
EHR Strategy is important – and picking the wrong strategy puts the entire initiative on a 2-3 year loop where the customer acquires software, tries to use it, abandons it and moves to another vendor where the cycle is repeated.
I dont think people agree on what is/isn’t an EHR. Its mostly data so we need to avoid clouding the discussion with ‘EHR Software’ and the ability or inability of such software to process patients along private care pathways using ‘best practice’ workflows. I have a definition of EHR and will look this up and post it here.
Comment by kwkeirstead — July 16, 2009 @ 12:47 pm |
As I wrote previously, I think providers will be best served by initially going for unified workflows and eliminating duplicated processes by going with managed services.
Comment by Paul Roemer — July 16, 2009 @ 3:37 pm |
Creating a strategy is simple and easy. The devil is in the execution while maintaining quality. This is the challenge. Any organisation that goes down a road for 2 or 3 years with out results need to fire the board or have their heads examined. Managed services are not always the holy grail either. Good luck with the new site
Comment by Frank Maxwell — October 16, 2009 @ 11:39 am |
Thanks Frank.
Comment by Paul Roemer — October 16, 2009 @ 1:46 pm |
At Guarantee Life, I led the conversion of the group disability, dental and life businesses from all paper to paperless. Now I’m in the workers’ comp insurance business.
At GLIC, although the software installation was a key enabler (eventually we patented it), it really only accounted for 30% to 40% of the improvement.
Other keys to implementing significant change were 1) redoing all job descriptions; 2) implementing technical training programs to teach people to use the new technology and the new processes; 3) new incentive systems 4) training managers to work with the new systems and procedures.
From what I’ve seen in the medical claims business, in many cases the software is installed, and managment thinks the job is done. Strategy must include implementation.
Comment by Mike Allen — February 22, 2010 @ 12:28 am |