MHA-FP5016, Doeden, Beth Assessement 3.edited

1 Stakeholder Communication in Health Information Systems Beth Doeden Capella University MHA-FPX5016 Introduction to Health Information Systems Oct 3, 2023

2 Introduction Having an EHR that works for and with all within a healthcare organization is crucial. After an in-depth evaluation of our current EHR and other software used today, it has been determined that replacing our systems with an EHR that will reach all functions within our healthcare organization is essential. We have prepared a summary of our findings and recommendations for a new, fully functional EHR. Stakeholders Adopting a new EHR has historically been challenging in most healthcare organizations, so we need to have the right stakeholders involved in the process. The diverse backgrounds of all stakeholders are fundamental to capturing the essence of the organization as a whole (Olayiwola, 2016). The stakeholders are also essential to promote the EHR and support the functions and processes that accompany the implementation and ongoing support. Below is a stakeholder matrix describing the stakeholders, their backgrounds, and vested interests.

4 Key Stakehold er: Position and Departme nt Key Roles with in HIM System Report s to? Or Manage s whom? Systems, Software, or Technolog y used. Impacted by Recommenda tion Role in Successful Implementatio n Value Statement Executive Leadershi p: Chief Nursing Officer Patient access, reduction of systems, patient nurse workflow. CEO All systems. Reduction of systems improving nurse workflow, patient care, patient safety, ease of workflow, and patient communication through the portal. Nurses can work smoothly, effectively, thoroughly, and safely within their work. Patients are better informed. Will have improved workflow providing safer and efficient care. Will also have better patient interaction and education. Reduction of adverse events. Pharmacy : Director of pharmacy Pharmacy records, medication, and prescribing compliance. Chief of Diagnos tic Service s EHR and pharmacy formulary system. Will help with compliance, seamless formulary updates, improved charging. Reduction of medication ordering errors, reduction in billing errors, quicker turnaround for admissions. Will reduce errors, improve billing, have updated formularies readily available to providers, and quicker turnaround times for admissions. Clinical and Support Staff: Providers , Nurses, Support, Ancillary Patient care, EHR documentati on, decision support, patient safety, workflow developmen t. Director s, CMO, CNO, Support services director s. EHR and other interfacing software used for day-to-day documentati on, ordering and decision making. All day-to-day functions in patient care regarding patient care. Input for workflow design and development. Successfully able to properly execute functions within the EHR. Ease of use within EHR, safer patient care, exceptional patient care, complete documentati on, and ordering. Happy and supportive staff of the new EHR.

5 Financial Assessment When reviewing salaries on multiple hiring platforms, on average, an EHR analyst with benefits will cost the organization approximately $91,000 per analyst annually (Salary.com, n.d.). According to Health Services Research, in 2012, 3.1 billion was paid to 2,000 hospitals and 41,000 providers in incentive payments (Appari,2013). After 2015, penalties would be applied to those who need to meet meaningful use. In 2017, an additional penalty will occur, which will reduce Medicare reimbursement if meaningful use is not met. Taking into consideration incentives and penalties incorporated with meaningful use, it is essential to invest in a team that can work to ensure our success. Otherwise, we will stand to lose millions upon millions of dollars. Aside from meaningful use incentives and penalties, the EHR's potential for process, decision support, and workflow improvements will help reduce overall costs to the healthcare organization (Bar-Dayan, 2013). Efficient provider documentation, ordering, and electronic consultations will reduce the manpower needed in transcription, billing, and referrals, saving the organization potentially hundreds of thousands per year (Bar-Dayan, 2013). Implementation consideration will also need to be considered. There are many roles to fill in this process, including super users, project management, training, and technical support, which will be fulfilled by additional overtime hours or hiring additional staff; both will have costs. On average, a large hospital will require around 110-120 super users, and smaller hospitals will require about 70 super users (Bullard, 2016). Training of all employees will also need to be considered. Super users can be cross-trained into trainers and potential IT informatics professionals permanent placement. Labor expense is an unavoidable expense but essential for overall success.

7 live issues. Project Review Review successes, improvements, outstanding and resolved issues, future state planning. 1-2 weeks Post Go-Live Support Permanent ongoing build, testing, training and support. Indefinite Recommendations After meeting with stakeholders identified for this assessment, it is apparent that we have many different systems to perform different functions within our organization. Many of them have limited or no interface to our current EHR, which can result in patient errors, affect patient safety, excessive wait times for vital information, penalties, increased costs, and dissatisfaction among staff and patients (Bowman,2013). By implementing a new EHR that supports all areas of the organization, we can improve clinical workflow, patient outcomes, productivity, and positive financial impact. Providers will be able to increase their scope, complexity of documentation, and productivity while receiving incentives by meeting meaningful use measures consistently and adequately (Ohno-Machado, 2014). We can create alerts and decision support to improve patient outcomes significantly. Meaningful use data will be easily accessible and reportable to meet our objectives. Nursing productivity can significantly improve by reducing redundancy, wayfinding through multiple systems, reduced documentation, and increased productivity, giving more time to bedside care (Lindsay, 2022).

8 EHRs were initially created to help with administrative tasks focusing on billing (Shickel, 2018). Our current EHR needs to fulfill its original function. However, with a fully functional EHR, our billing processes will significantly improve with all areas feeding into the same data repository, giving billing the information and accuracy needed to perform their functions, reducing denials and, potentially, manpower. However, there have been shortcomings with EHR implementations that have had detrimental effects on organizations, and we will need to remain vigilant to avoid these errors and prevent unforeseen blunders. Poor design and improper use can jeopardize the system's integrity, leading to penalties, legal implications, loss of revenue, patient harm, and even death (Bowman, 2013). It will also leave the staff with a sense of distrust for the EHR. That is why data integrity and key stakeholders' involvement are essential to help prevent and identify errors. The stakeholders need to understand their roles in acquiring information, research, process development, and support and the importance of this work (Yip, 2014). With this dedication and support, implementations result in better employee engagement, financial detriment, and patient harm. Conclusion After reviewing my report assessing our current state and recommendations, the importance of having a fully functioning and reliable EHR is evident. Our current is losing organization revenue, contributing to employee and patient dissatisfaction, and will result in penalties that will cost our organization due to failing to meet meaningful use. It is in our best interest financially, operationally, and for patient care.

10 record systems and process quality of care: evidence from a panel data analysis of U.S. acute-care hospitals. Health services research , 48 (2 Pt 1), 354–375. https://doi.org/10.1111/j.1475-6773.2012.01448.x Bowman S. (2013). Impact of electronic health record systems on information integrity: quality and safety implications. Perspectives in health information management , 10 (Fall), 1c. Bullard, K. L. (2016). Cost-Effective Staffing for an EHR Implementation. Nursing Economics, 34 (2), 72-76. http://library.capella.edu/login?qurl=https%3A%2F%2Fwww.proquest.com %2Fscholarly-journals%2Fcost-effective-staffing-ehr-implementation%2Fdocview %2F1783691668%2Fse-2%3Faccountid%3D27965 Epic User Web. (n.d.). Galaxy.epic.com. https://galaxy.epic.com/?#Browse/page=1 Ohno-Machado L. (2014). Electronic health record systems: risks and benefits. Journal of the American Medical Informatics Association : JAMIA , 21 (e1), e1. https://doi.org/10.1136/amiajnl-2014-002635 Olayiwola, J. N., Rubin, A., Slomoff, T., Woldeyesus, T., & Willard-Grace, R. (2016). Strategies for Primary Care Stakeholders to Improve Electronic Health Records (EHRs). The Journal of the American Board of Family Medicine , 29 (1), 126–134. https://doi.org/10.3122/jabfm.2016.01.150212

11 Lindsay, M. R., & Lytle, K. (2022). Implementing Best Practices to Redesign Workflow and Optimize Nursing Documentation in the Electronic Health Record. Applied clinical informatics , 13 (3), 711–719. https://doi.org/10.1055/a-1868-6431 Shickel, B., Tighe, P. J., Bihorac, A., & Rashidi, P. (2018). Deep EHR: A Survey of Recent Advances in Deep Learning Techniques for Electronic Health Record (EHR) Analysis. IEEE journal of biomedical and health informatics , 22 (5), 1589–1604. https://doi.org/10.1109/JBHI.2017.2767063 Yip, M. H., Phaal, R., & Probert, D. R. (2014). Stakeholder Engagement in Early Stage Product Service System Development for Healthcare Informatics: EMJ. Engineering Management Journal, 26 (3), 52-62. http://library.capella.edu/login?qurl=https%3A%2F %2Fwww.proquest.com%2Fscholarly-journals%2Fstakeholder-engagement-early-stage- product%2Fdocview%2F1561957611%2Fse-2%3Faccountid%3D27965