Healthcare providers want to get the most out of their EHR systems, but many have trouble with old systems. These systems are often hard to use and do not work well with other healthcare software. Older EHRs may miss important features, cause more paperwork, reduce staff efficiency, and lead to tired doctors and nurses.
A large academic medical center (AMC) on the East Coast shows some common problems. Before using the Epic EHR system, their billing and operations were spread out over 20 specialties and many outside vendors. This caused inefficiencies, higher costs, and unclear responsibilities. They found they needed to improve not just technology but also how the organization was set up and staffed.
To solve these problems, healthcare groups need a clear plan that includes technology upgrades and changes in how the organization works, with support from leaders and staff.
One important way to improve EHR implementation is by organizing the group well and setting clear responsibilities. For example, a big AMC worked with a consulting group called Chartis. They found that spreading out billing tasks caused high costs and unclear results.
Chartis advised them to organize roles clearly, set clear goals, and create rules for managing the work. The AMC improved staff roles and revenue management processes while getting ready for Epic. These efforts led to better results even before the system started:
This shows how improving work methods along with technology can reduce problems and increase earnings. Clear responsibility in billing and revenue is important for keeping these results strong. Regular tracking of key goals helped keep everyone responsible and find areas to improve.
Healthcare managers and IT leaders should remember that how a group works together with new technology is just as important as the software. If things are disconnected, it can cause problems and frustration.
Moving old patient records to a new EHR system must go smoothly. Many healthcare groups do not realize how important data conversion is. This means carefully taking out, changing, and checking patient information.
Baker Tilly’s healthcare IT team shares a six-step plan for data conversion that focuses on:
By focusing on data accuracy and fitting the system to how people work, providers can avoid problems during the switch and follow rules for patient care. Keeping full and correct medical histories helps ongoing care.
Also, making EHR systems work well with other programs like resource planning, billing, labs, and patient portals helps workflows run smoothly. But too many or poorly planned connections can drain IT staff and slow clinical work. Simple, direct connections that support care workflows provide the best benefits.
Improving how clinicians work with EHRs helps them use the system well without getting more tired. Research and real-world use show that AI tools built into EHRs can help by automatically writing notes and filling orders.
Kathy Kuhar from Baker Tilly says these AI helpers allow providers to finish documentation during work hours by creating notes and managing orders automatically. This lowers tiredness and lets clinicians focus more on patients.
Good ways to improve documentation include recording important information instead of everything. Recording only unusual or key findings—called documenting by exception—makes records easier to read and keeps data clean. Well-organized data helps with future AI use and system connections.
Programs like virtual nursing and remote patient monitoring also help by cutting nurses’ documentation time. This frees them up to spend more time caring for patients. Better care follows, such as fewer infections in hospitals. Virtual nursing helps with nurse shortages by offering remote expert support and lowering the need for expensive traveling nurses.
Improving EHR systems affects more than patient care. It also helps the money side of healthcare.
For instance, one client fixed billing problems in their pharmacy, closing drug pricing gaps. This led to a predicted return on investment of $11.3 million. Pharmacy billing mistakes often cost healthcare groups a lot, and fixing these can save money.
Standardizing scheduling after EHR setup also improves how providers work. Working closely with IT and operations lets doctors see more patients or have more time for paperwork. This raises revenue potential.
Centers like the Pulse Center use EHR data to handle patient flow, moving patients between units and assigning beds. This centralized work helps care run smoothly and uses resources better.
Reducing waste also benefits from AI. In operating rooms, AI dashboards track unused supplies. This helps teams spot wasteful habits and use fewer extra materials, lowering costs.
Artificial Intelligence and automation are changing many healthcare tasks linked to EHRs. They help more than medical decisions—they improve office work, billing, and front desk operations.
Research by Antonio Pesqueira and others shows that health systems using AI along with ongoing learning by staff manage changes better. This involves regular learning and tech use at individual and group levels, which helps AI work well.
In EHRs, AI supports tools that predict patient needs, use resources better, and help improve care. Real-time support tools in EHRs fill in notes and manage orders, cutting down paperwork and making clinicians happier.
Strong teamwork and leadership are very important for AI success. Groups with leaders who focus on AI and teams who work together usually handle problems like staff resistance, system links, and rules easier.
Front office phone automation and answering services help improve patient contact and office efficiency. Automating calls for appointments, questions, and follow-ups cuts stress on staff and shortens patient wait times. AI voice tech improves accuracy and patient experience.
By combining AI with workflow automation, healthcare groups can reduce errors, improve billing, and let staff focus on more complex work. This cuts costs and makes patients happier by providing faster answers and easier communication.
No EHR system works well without training and managing change. Groups must support users to learn new tools and ways of working.
Training should be done with EHR vendors to make sure staff know system features and workflow changes. Custom training, refresher courses, and on-demand help keep users engaged.
After going live, committees should watch system use, including late-night logins and new tool adoption. This helps find problems and guides future improvements. Using data helps leaders plan training where it is most needed.
Healthcare managers should plan training carefully to avoid workflow breaks, lower frustration, and reduce staff turnover. Users trust technology more when they see it reducing work, smoothing tasks, and feel supported.
Putting in and improving Electronic Health Record systems in the US needs teamwork across how the group is organized, what technology is used, and how people work together. Good practices include changing work models with clear roles, careful data conversion, improving system connections, making clinician workflows better, and using AI and automation wisely. Financial gains come from streamlining revenue, cutting waste, and better resource use.
Leader involvement, teamwork, and focused training are key to help healthcare groups and providers get the most out of their EHR systems. As healthcare changes with new rules and money systems, improving care quality and making operations work better with good technology will stay important.
The AMC encountered significant costs due to inefficient technology and a decentralized billing structure spanning over 20 specialties and 4 outsourced vendors.
The AMC viewed the implementation of Epic as an opportunity not just to improve technology but also to evaluate and enhance its operational structure.
Key areas identified included staffing models, metric and productivity management, vendor alignment, and technology enablement.
The decentralized staff led to inefficiencies in billing, inconsistent processes, and a lack of accountability over charging and accounts receivable metrics.
Chartis recommended an optimized organizational structure with clear roles, responsibilities, targeted KPIs, and governance processes for revenue cycle management.
The organization identified and integrated Epic-based workflows aligned with the newly defined organizational and ownership structures.
The AMC observed a 9% improvement in cost to collect, a 10% increase in average daily revenue, and a reduction in accounts receivable days from 41 to 34.6 days.
Governance is crucial for establishing core KPIs and defining accountability processes across the organization.
Chartis advocated for a comprehensive approach to support organizations, believing in the potential to advance performance and quality through operational efficiencies.
Organizations should continuously optimize and improve by leveraging leading-practice technology recommendations and defining accountability metrics for each functional area.
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