- the only reason you are getting an EMR is to get the incentive money from CMS
- you believe your practice is so efficient, there is no scope or room for improvement
- you think of EMR as just an ‘island of automation’ without consideration of other moving parts of your practice
- you think of your Practice as a center for patient care, which is great; however you don’t run it as a true ‘business’ trying to bring efficiency, increase productivity and therefore profitability.
- you fail to recognize the benefit of ROI. Unfortunately, most practices run on a weekly/monthly cash basis rather than as an ‘enterprise’ that looks at return on investment
- you fail to ask a critical question to your prospective vendor – ‘tell me the background of this company/product’.
- Who is the founder of the company?
- Does that person have an IT background.
- If the founder is a physician what is the role of the physician – just an investor, or, an active designer of the system?
- Does the company have a physician as a partner or owns 90% or majority off the company?
- Where is the support based?
- Who are the people that provide the support? Is it clinical people or information technology people? What are the credentials off the support people?
If a vendor started off as an EMR company and then added or merged a billing component to it, that shows that the emphasis is more on clinical documentation, and vice versa. It would be ideal to find a vendor who had the vision to create a system with a common database trying to optimize the business off a medical practice to begin with.
What would you call such a system? Practice Management System? I would call it Practice Business System. It sounds like a new term, but if you keep it in your mind it will allow you to focus on what you need and how to approach vendors when considering a ‘system’ for your Business; not just clinical charting.