Another way to more quickly resolve issues is to develop a relationship with specific staff employed by your system’s vendor, because large vendors may not make rheumatology practices a top priority, Dr. Matsumoto says. “You should try to identify an ally or champion within that company that you can call on to help you navigate the system,” he says.
In another effort to overcome this problem, Dr. Matsumoto’s practice partnered with a subvendor of the EHR’s vendor, which caters to rheumatology practices. “Now, all of our issues go through the subvendor,” he says. “This has been very helpful, [because] we are now a bigger fish in the pond.” The subvendor designs templates that are rheumatology specific and assists with problems and submissions related to CMS’ Meaningful Use requirements.
One of the rheumatologists at Dr. Lawson’s practice always attends the EHR vendor’s annual meeting, alternating who goes every year. “This way, each doctor has the experience,” he says. “That person fills in staff about what advances are being proposed for the EHR, as well as other gleaned information.”
Conclusion
Implementing an EHR system should be a team effort. Create a committee to spearhead the effort, get buy-in, provide proper staff training and allot time for employees to learn the new system. This should help generate a positive attitude in house and make for a more pleasant and easier transition for everyone.
Karen Appold is a medical writer in Pennsylvania.
