As stated earlier, the project will require approximately $50 million for completion. The following is a breakdown of the requirements; Legal requirements will cost 2.5 million. The project will involve a number of insurers, hospitals, physicians, government representatives and IT professionals; therefore, the project budget should meet all their legal interests. Additionally, instatement of the project will require legal checks and confirmations. Payments to staff will cost $12.5 million.
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The remaining $35 million will finance EHR implementation. Software licences will account for $1.05 million of the budget. The system build will depend on the vendors, but it may costs approximately $13.3 million. The implementation process will require interfaces for converting previous systems to new systems.
The interfaces will cost $2.1 million. Data conversion, which involves abstracting and inputting the EHR to include patient visits and other details, will cost $2.45 million. The EHR project will require a series of equipment such as furniture, printers, workstations, network and communications equipment, server hardware, and PC equipment.
All these materials will cost approximately $ 2.1 million. For the system to work physicians will require support through income support (as they will not be earning money when implementing the EHR) as well through technical support such as additional staff; this will account for $ 1.05 million. Once the system goes live, project managers ought to prepare physicians through end user training.
Trainers, facilities and materials for this aspect will cost $ 3.85 million. After the system has gone live, participating hospitals will record dwindling income in the first few months. They will need compensation through a revenue protection provision in the budget that will amount to $ 6.3 million. Lastly, the system should be protected from possible disasters or unexpected delays through a contingency amount of 2.8 Million (Tonnesen et al., 1999).
Shown is a summary of this budget in tabular form
|Expenditure||Amount in dollars|
|Legal fees||2.5 million|
|Staff and overhead||12.5 million|
|System build||13.3 million|
|Data conversion||2.45 million|
|Workstation, PCs, printers, furniture, network infrastructure||2.1 million|
|Physician advisory resources||1.05 million|
|Revenue protection||6.23 million|
|End user training and support in the go-live phase||3.85 million|
|Software licences||1.05 million|
This project will last for a period of 4 years. The needs analysis phase will last for 8 months. Choosing the right project goals and participants should take up ample time (Newell & Gary, 2009). The next step, which is project design, will take 4 months. District selection, hospital selection, technical standard identification and vendor selection will take up 2 weeks, 3 weeks, one week and two months respectively.
Funding will start immediately after completion of the needs analysis phase. The project team will dedicate the last two weeks to disbursement of project funds. After the project design, then the implementation phase will start. This will take one year because the phase includes coordination, management and analysis.
Furthermore, this process will involve conversion of data from one system to another, installation of new networks and placement of physical infrastructure. All this will require a lot of time hence the choice of one year. After the go-live phase, an evaluation of the process will last for two additional years. In this period, system vendors and the physicians will interact with one another in order to achieve project outcomes.
Newell, S. & Gary. D. (2009). Rethink the EHR project timelines, FTR, 21(2), 16
Tonnesen, A., Lemaistre, A., Tucker, D. (1999). Electronic medical record implementation barriers encountered during implementation. Proc AMIA Symp, 3, 624-626