Q: What are three common but critical mistakes you see surgery centers and surgical hospitals making when it comes to investing in and purchasing IT?
Ron Pelletier: 1. Don’t skimp on training. Adequate up-front preparation and staff member training, followed by an ongoing commitment to follow-up and “refresher” training can pay dividends in maximizing your software investment. In particular, we strongly recommend a blended learning approach for a new customer that includes classroom training, Web sessions and onsite training. Technology, as well as the features and functionality included in today’s IT systems, rapidly expands and changes. Compound this with staff turnover, new regulations and new initiatives within a facility and it is easy to see how software users can greatly benefit from a routine, recurring and well thought out training program. For example, something as simple as an annual site visit from your vendor to take staff through new features, train newly hired staff and make recommendations on how to improve current system use can greatly improve the efficiency and effectiveness of system utilization.
2. Don’t skimp on quality. Invest in quality equipment and a highly skilled and qualified technology service provider to install and maintain your components. This should include a comprehensive security protocol to ensure your network and data are protected, as well as comprehensive tools and processes to reduce the risk of downtime. A verified and rehearsed disaster recovery plan, including confirming that a valid backup of your database is available if needed, should also exist in the event that critical equipment fails or is damaged.
3. Don’t skimp on planning. I am often asked what the single most important factor might be to lead an IT implementation project towards success. Overwhelmingly, the projects that have consistently finished on or ahead of schedule, at or under budget and with the greatest overall outcomes are those in which every stakeholder in the project has been informed, involved and included in the process. Change management is a key factor to every successful IT implementation plan. Inform your staff about the project and the reasons why the change is important and necessary. Involve them in the planning, training, and risk and benefit analysis. Include them in the success!
Q: What can facilities do to find cost savings in their use of IT?
RP: With the increasing consolidation in the market by larger ASC management companies, we are seeing increased demand for enterprise-wide IT solutions. These companies recognize that they can reduce costs by consolidating local servers and networks into a larger network and remove many of the functions that would therefore be repeated at each facility in the field.
For example, an enterprise system allows for a single server to operate tens or hundreds of facilities, allows for a single database back-up, and a single, off-hours upgrade to be pushed out to all users without any intervention.
In addition, we are seeing a greater demand for functionality that will allow facilities to leverage the Internet to more efficiently communicate with facility stakeholders, such as patients, physicians, distributors and payors, replacing less efficient methods such as phone, fax, etc. There are real savings and efficiencies to be realized. For example, our analysis has proven that 20 minutes of clinical staff time can be saved per case when a patient completes their registration and clinical intake via an online system in advance of their visit to the facility. Similarly, by providing an electronic means for surgeons’ offices to upload and share required documentation with facilities, you completely remove the wasteful process of paper-chasing.
Q: More organizations are looking to use the Web to connect with patients and their physicians. For those facilities that you have seen do this well, what are they doing better than other facilities?
RP: Savvy facilities realize that technology, when used properly, can drive case volume up, reimbursement up, patient, physician, and staff satisfaction up — all while simultaneously driving costs down. To do this, they must embrace technology, lead change and install an enthusiastic leader to manage and drive the implementation project. For example, online and email-based patient satisfaction surveying can be a tremendous means of gathering vital information.
While some might be at first skeptical or concerned about a patient’s willingness or ability to participate, users that have installed it have quickly learned that the adoption rate is exceptional. Momentum is building in this area as users are now expanding their use of the Web to manage medical history and physicals, patient registration and physician operating room time requests. By connecting all stake-holders via the Web, facilities can dramatically drive costs down.
Q: For those centers and surgical hospitals which are now using EHR or planning to invest in it in the near future, what can a center do to better ensure they are getting the most out of their use of EHR?
RP: The evidence shows that not every EHR is created equal, and that an important factor to consider in selecting an EHR is to find one that was specifically designed around your healthcare service type.
For example, there are many EHRs available that fit very well in a physician practice or other type of facility, but by selecting an EHR that has been specifically built around the needs and workflow of an ASC or surgical hospital, you exponentially improve it’s effectiveness and the benefit you derive. Once you have selected the EHR that fits your center and meets your needs, like any IT implementation, invest in the proper training and planning, and aggressively manage change.
The shift to an EHR is a drastic change for any facility and it will impact everyone that ever has a need to access the chart. Workflow and processes will likely change in many areas. All of this is for great reason and will have a significant positive impact, so it is important that users understand and embrace this fact.
— Ron Pelletier is vice president of market strategy for Source Medical Solutions, a leading provider of outpatient information solutions and services for ASCs and surgical hospitals. Contact Mr. Pelletier at ron.pelletier@sourcemed.net. Learn more about Source Medical Solutions.
