Introduction
Most countries engage in the recovery of the health systems due to massive financial and investment of resources in electronic health record (EHR) applications. In this case, it is important to assess the value of IT investment as it helps organizations such as SMC in understanding the goals they want to realize, and if the organization can devise a way of projecting the results based on the total cost (Bata, & Richardson, 2018).
This research paper focuses on analyzing how the proposed information system change will affect the ability of SMC the provision a well-collaborated, collaborative, and cost-effective healthcare practice to its clients.
Determining the Metrics to Use and Individuals to be Involved in the Process
Many ways are important in determining the metrics for assessing the value of the proposed new clinical system. In this case, it is important to note that the evaluation of the advantages and disadvantages are the already existing systems is also important (Cresswell, Williams, & Sheikh, 2020). For example, in the case study, McKesson’s information systems are not properly linked and do not provide a strong portrait of patient information in both the outpatient and inpatient wings of the SMC. Therefore, the one form of metric that is used to measure the value of the new clinical Epic EHR project systems is the ability to span the whole patient’s continuum of care. Secondly, considering the expected cost and value of the new information system helps SMC improve efficiency and productivity as an important metric to measure the value of the new information system.
According to Blagoveshchenskaya, Ilina, & Zemtsov (2020), assessing the effects and the success of the already existing information system is important in finding other metrics to be used. In other words, the metrics to be used in the assessment of the value of IT investment can be determined through the relevancy, advantages, and disadvantages of the pre-existing information system. The assessment process would comprise the entire stakeholders of the SMC, including her CIO, the Directors of the ER, the CEO, the Ambulatory care setting, and the outpatient. In addition, nurse leaders, community, healthcare providers, and representatives from the community would be included. Thus, this is the information system that is believed to be understood by the end-users based on the relevancy of the epic EMR in their regular practices.
How to Know that a Change is Attributable to the EHR or Data Warehouse System
Since the detection of an organization’s needs can be difficult, the process of identifying a possible solution is not a challenging task (Bata, & Richardson, 2018). For example, SMC has likely taken a long in assessing its outcomes while spotting the importance of change. However, it is easy to decide on the process of embarking on the implementation of a host of new clinical applications in the inpatient care units. The case study focuses on SMCs’ improvement in collaboration and coordination of healthcare facilities. In addition, SMC wants a new system that has continuity of care documents and a system that helps healthcare providers and patients with assessing and managing their health records. According to Bata, & Richardson (2018), the information system is difficult to navigate while accessing the patient information is inaccessible. The findings of this case study are important in determining that SMC’s change is only attributable to EHRs and the Data Warehouse systems.
Whether Traditional Return on Investment Methods Are Useful in the Case Study
The evaluation process, involving investment costs in the new clinicians’ epic EHR project for SMC and projected profits according to the traditional Return on Investment (ROI) method, produces a series of conspiracy thoughts (Bata, & Richardson, 2018). In consideration of SMC’s requirements to realize enhanced collaboration, coordination of care, and cost-effectiveness, the traditional methods of ROI, which are relevant to value assessment, are not important in this case study. In this case study, it is clear from the RMC Board of Management (BOM) that the total ownership cost for the replacement of the HER and the management system practice is about $30 million. In addition, the replacement of the already existing system with epic inpatient EHRs is estimated to cost an extra $90 million in its total cost of ownership. While the ownership cost. However, the returns projected from the investment are said to be non-profit but more fulfilling to the SMC’s board of management, health facility employees, patients, and communities at large.
Conclusion
The process of assessing the value of investing in an IT project is one of the most important methods in influencing an organization to embrace the idea of change for better performance. It is always important to incorporate all the stakeholders in and outside the health facilities while having the stakes or consumers’ services provided in the organization to enhance a smooth transition. As much as the traditional value assessments such as ROI are not important in this case study, this should affect the investment since other important benefits are manifested.
References
Bata, S. A., & Richardson, T. (2018). Value of investment as a key driver for prioritization and implementation of healthcare software. Perspectives in health information management, 15.
Blagoveshchenskaya, O., Ilina, T., & Zemtsov, A. (2020). Methodological Approaches to Assessing the Investment Attractiveness of Telemedicine. In SHS Web of Conferences
Cresswell, K., Williams, R., & Sheikh, A. (2020). Developing and applying a formative evaluation framework for health information technology implementations: a qualitative investigation. Journal of medical Internet research, 22(6).