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Southeast Medical Center is in the process of transitioning to a new EHR system. New systems that the hospital plans to acquire is Epic ambulatory care EHR and Epics practice management application. To determine the value of the Southeast investment in the Epic outpatient and inpatient systems and the expansion of its use of the data warehouse would require an analysis of many variables.
Southeast Medical Center is in the process of transitioning to a new EHR system. New systems that the hospital plans to acquire is Epic ambulatory care EHR and Epics practice management application. To determine the value of the Southeast investment in the Epic outpatient and inpatient systems and the expansion of its use of the data warehouse would require an analysis of many variables.
Southeast Medical Center is in the process of transitioning to a new EHR system. New systems that the hospital plans to acquire is Epic ambulatory care EHR and Epics practice management application. To determine the value of the Southeast investment in the Epic outpatient and inpatient systems and the expansion of its use of the data warehouse would require an analysis of many variables.
Assessing the Value of Health IT Investment Major Themes: Value Assessment Sarah Marquez HTM 660 May 17, 2014
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Southeast Medical Center is in the process of transitioning to a
new EHR system. There old system Easy Doc did not interface with the hospital clinical applications, and leaders were concerned that the system was not going to achieve meaningful use criteria (Wager 635). The new systems that the hospital plans to acquire is Epic ambulatory care EHR and Epics practice management application. They also have plans to replace clinical applications with Epic in the inpatient sector as well. It will be an overall interoperable system that will connect patients records with all systems. The primary purpose of the Epic EHR project is to provide clinicians access to a single, complete electronic health record that spans the patients continuum of care and improves collaboration and coordination of care, community providers and patients will have access to the system (Wagner 635). This would expand their overall interface and more effectively manage patient care and quality outcomes. Expansions would also include the use of a data warehouse. To determine the value of the Southeast investment in the Epic outpatient and inpatient systems and the expansion of its use of the data warehouse would require an analysis of many variables. Assessing the value of the aggregate IT investment is different from assessing the value of a single initiative or other specific investment (Wagner 588). In order to determine the value I would look at and measure the tangible and intangible value metrics of the overall systems. The departments that would be involved would be the IT department and probably the CFO. Also any other
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leadership departments involved. After assessment of value you would be
able to know if change occurred because of the implementation of the EHR or the expansion of the use of the data warehouse by looking at all factors that may have contributed to a change. It would be a complicated decision to make because of all the factors that would be involved to make the decision. Healthcare organization leaders often feel ill equipped to address the IT investment and value challenge (Wagner 591). Lastly, most project proposals should be subjected to formal financial analyses regardless of their value proposition (Wagner 566). I do think in this case that traditional return on investment methods would be extremely useful in this case. This would be because given the amount if the investment and its promised cash, you would want to know the rate of return that Southeast would be getting on the investment. If the cash generated exceeds the initial investment by a certain amount or percentage, the Southeast may conclude that the IT investment is a good one (Wagner 566).
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Reference Wager, K. (2013). Health care information systems. (3rd ed.). San Francisco: Jossey-Bass A Wiley Brand.