Introduction
An electronic health record (EHR) enactment refers to organizing and executing the incorporation of the software and elements in a medical company. Execution is not limited to EHR systems but refers to incorporating an operating system service or feature into the operation of a management structure or a final consumer. People can see the effects of an EHR program adoption inside the business, from doctors and staff members to ill individuals. The deployment of EHR can be challenging due to the dangers associated with performing the procedure incorrectly. Various circumstances can determine the time taken to establish an electronic health record. Installation of EHR varies depending on the context and technology due to the number of factors that can either raise or shorten the length of time required for the deployment. As a result, it takes work to create a set schedule for the deployment of EHRs. Even though a company deploying an EHR may be privileged to have an explicit and properly defined agreement, the backing of its management, and a dedicated and talented group, all of that is nothing without a thoroughly organized communication strategy.
Part One: Effective Teams
The group that must be present during the selection of the new electronic health record program will consist of a doctor, caregivers, assistants, medical officers, and support personnel. The team members will be familiar with existing EHR systems and have skills in using them. The crew will have a variety of perspectives for every EHR program. Additionally, the team will be able to communicate appropriately with everyone and possess a positive mentality. Although it can be difficult immediately, completing the task will pay off afterward. Everyone on the team needs to realize that effective teamwork is essential. Groups may be incredibly effective when the appropriate individuals are selected to generate outcomes because they enable the executives to utilize their full potential (Mann et al., 2019). Getting the ideal team members may be challenging, but some numerous personalities and skills might be helpful. A decent team requires a variety of abilities and attitudes. Stimulation of staff members aids in the formation of excellent support. The joint effort activities of the group will include transitions and co-curricular activities to improve the effectiveness of sessions and engagement. The techniques for forming a group include identifying objectives, brainstorming, and voting.
Part Two: Concepts of Change Management
Challenges that can arise from the implementation of electronic health records include user experience issues and confidentiality worries. The health providers may feel bewildered because several active screens and fresh information must be constituted. Employees will not have enough time to thoroughly master the new program (Heath & Porter, 2018). I will ensure that medical personnel use the EHR and give their comments about what they appreciate and what needs to be improved in order to solve the difficulty. I will thoroughly demonstrate how to utilize the technology effectively to benefit the clients and the caregivers. According to the Health Resources and Service Administration, the main confidentiality issues of EHR include security breaches to data, record manipulation, and the possibility of data loss as a consequence of a natural tragedy.
Healthcare sectors frequently lose substantial investments in procedures or software because they need to understand how to implement long-lasting changes. I will frequently rely on tried-and-true tactics to guarantee the most significant degree of employee involvement in the change initiative. I will deploy Bridges’ process framework, which approaches transformation from a psychological point of view. It pushes executives to consider how transformation affects individuals and reminds them that irritation is a normal component of evolution. Bridge’s transformation model divides the change pathway into the end, losing and letting go, the neutral sector, and the new beginning (Heath & Porter, 2018). The initial step entails letting go of habitual work procedures. Therefore, I will urge individuals to enter the neutral zone because the letting go process is complicated and encounters much opposition. I consider the buffer zone as a transitional stage between the traditional workplace and modern procedures and technologies. The team can feel the current situation in a secure setting because it enables them to abandon outdated practices progressively. A fresh start symbolizes familiarity because the new procedures, methods, and technologies are easier for staff.
Part Three: A Departmental Strategic Plan
Risk assessment aims to minimize the possibility of danger and its consequences. Some risks that can occur while implementing an electronic health record program include usability and data privacy compliance. Inadequate training of medical practitioners concerning the new program can lead to higher expenditures for the healthcare facility, unsatisfactory outcomes, and time wastage (Vermeulen et al., 2020). I will ensure that the team gets appropriate training to aid them in understanding the EHR system. Additionally, it will instill their behaviors, perspectives, abilities, and information required to provide more excellent, secure, person-centered care. Conformance with data privacy regulations can be costly as the facility aims to secure data. My team will be participating in digital medical activities and must adhere to the privacy regulations of the Health Insurance Portability and Accountability Act. However, the body imposes state safety requirements for hospital data and other personally identifiable health data, which is very expensive. Therefore, I will call for a meeting to communicate with the team about keeping the client’s information safe. A person’s rights include accessing and receiving their privacy and confidentiality duplicates. They can also request corrections and instruct a health facility to give their relatives a digital form of their safeguarded medical information in EHR systems.
Part Four: Procurement Process
A variety of tasks related to purchasing products or services are included in the acquisition. The groups responsible for sourcing the EHR can search for suppliers with the best deals and at fair prices. Purchasing is a more limited set of tasks, including making requests and processing payments. A request for proposal (RFP) is a substantial record that contains all the content necessary to make an enlightened purchase choice. Health officers frequently organize a meeting to update vendors and address any concerns. A request for information (RFI) refers to gathering data from various vendors before procuring goods and services. Healthcare organizations need RFI when there are numerous possible sellers because they need to recognize them. A lengthy list of possible providers can be narrowed down to smaller companies ready and equipped to meet the facility’s needs through a disciplined approach. Healthcare facilities can use an RFI and an RFP to make their purchases (Miller & Lehoux, 2020). A request for a quotation (RFQ) refers to inviting vendors and subcontractors to bid on initiatives or goods. Healthcare workers require RFQ to allocate products manufactured in regular or fixed volumes. The supplier must include a specific design along with the healthcare specifications.
Conclusion
The group leadership determines the achievements or breakdown of an electronic health record project. An EHR initiative can have a higher risk of failing without a unique management structure due to the particular nature of installing an EHR program. Effective communication is crucial for the team leader to execute an EHR system in an organization. Using the RFI, RFP, and RFQ methods can help healthcare organizations find an effective procurement alternative.
References
Heath, M., & Porter, T. H. (2018). Change management overlooked: physician perspectives on EHR implementation. American journal of business. 4(6), 8–15. Web.
Mann, D. M., Chokshi, S. K., Lebwohl, R., Mainiero, M., Dinh-Le, C., Driscoll, K.,… & Egger, H. (2019). Building digital innovation capacity at a large academic medical center. NPJ digital medicine, 2(1), 1-6. Web.
Miller, F. A., & Lehoux, P. (2020). The innovation impacts of public procurement offices: The case of healthcare procurement. Research Policy, 49(7), 104075. Web.
Vermeulen, L. C., Swarthout, M. D., Alexander, G. C., Ginsburg, D. B., Pritchett, K. O., White, S. J.,… & Zellmer, W. A. (2020). ASHP Foundation pharmacy forecast 2020: strategic planning advice for pharmacy departments in hospitals and health systems. American Journal of Health-System Pharmacy, 77(2), 84-112. Web.