The limited choice between moderate full scope of products and excellent system of single-function has been growing in line with the increasing reliability of Internet technology and standardization system interface.
“integrated best-of-breed product helps care and wants to reduce clinical, financial performance and regulatory compliance,” said Boris Petrikovsky, MD, PhD, chairman of obstetrics / gynecology department at Nassau University Medical Center and professor of obstetrics, gynecology and Reproductive Sciences at Stony Brook University School of Medicine.
Comprehensive integrated best-of-breed solutions combine modern EMR software and billing services can take advantage of the “pay-as-you-go” business model. Software-as-a-Service (SaaS) model allows doctors to confirm the benefits technology solutions first and pay later. While such solutions deliver multiple risk management and operations control benefits, they also pose significant challenges of transition.
Integrated SaaS and Outsourced Service
Improved activity control, the risks get, and improved earnings are the most important benefits of an integrated outsourced and SaaS solutions to both the implementation and exploitation phases
- SaaS does not require huge upfront investment in hardware, software licenses, or systems integration part of the user.
- SaaS shifts the onus of management from user to SaaS vendor
The corporate accounting purposes, SaaS turns initial costs in operating expenses, which means
- Better Balance Sheet
- Lower risk, especially during the period of rapid technology innovation on the one hand and work to build levels, however,
Transition Challenges – and processes
When you select an outsourced solution vendor (s) for EMR and billing, you face the challenge of transition. It involves people, process and technology. Since SaaS model Eliminates Traditional management headaches, you can focus on people and processes
- Communication, communication, communication. chances for implementation success is directly proportional to staff participation. Skip existing workflow, understand the expected changes, and make sure that everyone really agree with them, including practice manager, doctors, and office staff.
- managing expectations. document specific changes to the new workflow. Narrow certain steps in the new workflow requiring fewer or less qualified resources. Measuring the expected benefits in terms of saved resources, improve revenue and personnel savings.
- control Fear Change. Do not force the new system on the old workflow. Had the old method met the requirements of business practice, you would not be looking for better solutions. Carefully designing new workflow Leveraging innovative solutions along with workflow participants, including the manager and every doctor.
- priorities. Do not try to implement a completely new approach among all the new features at once. Soften the transition shock by using an incremental approach, to minimize the amount of change while maintaining balance and frequently enough speed so small changes to complete the transition on time.
- Lead. Without a manager for the entire transition process, members of the transition team will find other priorities and will not take responsibility for the delivery.
- Track. Schedule regular (weekly) implementation review meetings with the manager.
- Program. Without specific action items including special owners and delivery dates, implementation will draw on and the allocated costs. Consider using process tracking system, for example, TrackLogix
- Little Train. Allocate enough time to train everyone on both new methods and technologies. Do not try to jam up the system can make in a single session. Expect many exercises, participants adapt a course.