Improved Quality of Life - Solutions

We believe the office workflow is the most important aspect to consider when evaluating an EMR. Focus on how tasks, a particular user performs, are structured, the order in which a task is performed, who performs it and the required supporting information. Look at each user as well as the practice in a whole. Also pay attention to the patients first interact with the practice and what follows.

Your system requirements should be based on what you need, your Needs Analysis, not what the vendor offers. Based on your findings above your System Requirements should prioritize what specifically you can benefit from an EMR and which modules would be the priority to implement. For example it might make sense to implement a Document Management system and Electronic Prescription first then move to other modules.

Taking the time to compile an RFP is very important. Firstly, it organizes the information you have gathered so far on your specific needs. It also minimizes your workload in the long-term. With an RFP you can tell each vendor exactly what you're looking for and what your technological specifications are. Like this the vendor can react to your exact situation. Without an RFP you will receive a huge amount of information from each vendor and you will have to determine how each meets your needs. An example RFP can be found at the American Academy of Family Physicians AAFP website.

Once you've received the RFP's back from the vendors evaluate them. Each Key Personnel should evaluate each RFP individually. Once everyone is done reviewing the RFP's get together to review your comments and decide which vendors are the most compelling.

It is very important after selecting a short list to request time for a demonstration. This is a great time to both evaluate the EMR but also to evaluate the company and their support. Get the Key Personnel Group in a conference meeting where all of you can evaluate the software together. Request that you take control of the software and focus on your workflow. The demonstration should be driven and not chauffeured. The Sales rep will want to take the steering wheel - this makes for wasted time. You should be able to start using the system as you would in your office. You will undoubtedly run into problems or have a question, that's what the rep is there for, ask him how to proceed but if you can't drive it - there's a problem.

You selection doesn't have to be the best EMR, the most popular, or the most expensive. Focus on your needs, the support offered, and the terms of contract. Today's EMR vendors are at the beginning of a technological revolution that has many years to go. Don't feel overwhelmed, make a selection that offers a benefit to your current workflow and will improve your productivity.

Many providers enter into contracts with vendors soon to find the EMR is not compatible with the practice workflow. Abandoning EMR's has become part of the transition to a paperless office. The problem is many vendors try to push long-term contracts. With dramatic changes year over year in the Health Information Technology industry it makes little sense to get in long-term contracts. We are at a stage where flexibility and the ability to adopt change should be more important than features and terms should be weighted in your favor since you are the one taking the risk.

Don't sigh yet! Allways consult your Legal Advisor. I am allways suprised at how many small practices enter into contracts with vendors without consulting their Legal Advisor. Don't do it. Always get a clear picture of what your exit options might be. With the changes to come and the advancements in technology in combination with increasing number of providers abandoning their EMR's it is very important to negotiate and minimize your exit clause.