Most EHR implementations nowadays aren’t about converting a practice to a digital solution from the ground up, but rather about replacing their first choice of EHR – or even re-replacing their second choice – with a better solution. However, when it comes to the actual implementation process, practices that fail to learn from previous deployments are doomed to repeat their errors.

If your practice is thinking about implementing a new EHR, now is the time to look back at previous experiences to remember what worked, what didn’t, and what challenges arose during the process. Sometimes it’s just recognizing that the flip side of a good choice can still cause problems if it’s accompanied by the wrong approach.

Consider the following issues as you plan the next stage of your practice’s EHR journey.

Do: built workflows to increase buy-in.

Earning the support of management, administrative, and clinical team members requires ensuring that all parties understand the advantages of a new solution. One smart way to do this is to walk through how a chosen EHR will adapt existing workflows in the front office, back office, and exam room, demonstrating to all parties how they will benefit from increased productivity and efficiency.

Don’t: Expect too much change too quickly.

However, be careful not to overpromise (and under deliver) on the implementation’s new and improved elements. If you claim that the EHR will enable significant workflow improvements, make sure you can back up your claims; if you can’t, you risk losing your team’s trust in the value of the switch.

Do: Implementation should be phased.

Scaling your deployments over time is the best way to avoid becoming overwhelmed if you have multiple office locations to onboard to a new solution. If all teams are put on a new platform at the same time, small problems are more likely to grow out of proportion during the first few weeks on the new solution.

Don’t: Make unrealistic timetables.

A phased implementation, on the other hand, can only work if the right schedule is in place. Avoid the temptation to put too-short timelines behind your deployment plan at each location, or you risk having a small round of delays lead to long-term postponements as your implementation calendar slips.

Do: Activate staff to advocate and champion the cause.

Every implementation consultant will tell you that having experienced staff members on board with your EHR initiative is critical to its long-term success. Best practices include enlisting senior team members as “super users” to learn the software and including clinical and administrative staff members on the project management team (to ensure the solution meets their unique needs).

Five Components of EHR Implementation

EHR costs are usually broken down into five categories. Depending on the goals and resources of a practice, some of these components may cost more or less than they would for another company.

Hardware:

Hardware that must be purchased in order to host and administer EHR data. Servers, desktop/laptop computers, and a variety of tablets or Internet of Things (IoT) smart gadgets could all be included.

EHR Software:

Depending on whether the practice buys a license for on-site software deployment or subscribes to a cloud-based SaaS (software as a service) option, the actual software can cost a lot of money.

Implementation assistance:

Contractors who are needed to install the system, such as IT professionals or even electricians who need to rewire the workplace.

Training:

Learning how to manage EHR systems and get the most out of them can be difficult. However, it’s essential not to scrimp on training. According to recent research, poorly managed EHR systems play a significant role in increasing physician burnout.

Ongoing Fees and Maintenance:

EHR systems, like any other technology, have recurrent expenditures such as license renewals, support fees, and continuing education.

WWS Can Help You Understand Your EHR Options

WWS has seen nearly every EHR system imaginable as an experienced medical billing provider. We understand the pitfalls of implementing a new system and have a track record of assisting practices in getting up to speed so that you can get the most out of their EHR software.