Final steps
Final vendor selection should include input from your office personnel; “buy in” from the office staff is critical in the degree of success and failure. The office staff may be happy that the physician (s) has decided to go EMR, but may be asking “what is in it for me?”. Will their lives become simpler in not having to file or track down the paper chart; or will they loose their job? This is a very common concern among staff members. These are very important considerations. Having the office staff feel as though they took part in the selection of this product can help in the success of its implementation. Product demonstration can also be seen as a form of training and will help prepare them for the implementation. Allow them to ask questions that they feel will impact their daily lives. You may uncover something about the person or the product you may not have otherwise found or thought of.
Always take one more look before buying. Ask these questions: “Is the version being demonstrated the version I will buy? When was the last version released? When is the next version being released?”
By this point the references should have been checked, and on larger deals, a site visit to a current client is highly recommended. This will help to uncover unexpected costs and reinforce the implementation plan. It will also provide you with an example of what your office can be like.
Contract negotiations
In many cases, the representative from the EMR vendor is polished and has been through many EMR negotiations. They know what questions to ask of you, and how to answer your questions without actually answering. You may be negotiating an EMR deal for the first time. Chances are the EMR vendor is better at the negotiation than you. Introduce eleventh hour competition. Make them believe that you are having the same conversations with a true competitor. Now is the time to discuss customization requirements and new version release upgrades. This is a simple tactic to drive a better deal. You may have befriended the sales rep, but their objective is in part the same as yours and very different than yours all at the same time.
You want the right EMR for your practice at the best price available; they want you to buy their EMR (does not mean the right EMR) at the highest price they can get you to pay.
Final decision
Recognize that no system will meet all of your needs. Not today of five years from now. Remember the system you buy today will be outdated in the future. The technical proficiencies for the end user will also improve. Someday, you will need to do this all over again. This is a fact. Embracing this fact can help in the smooth transition to an EMR.
Make your decision and don’t look back too long. If your due diligence is complete, you have made the best decision possible at this point. You will have to make this decision sooner or later. The sooner the better for all involved. The longer this decision is delayed; the more catch up you will have to play. Look for the company most willing to work with you as much as anything. It’s not all about cost, it’s about change. Change can be a good thing if done right, and on your own terms.
NEXT: Implementing an EMR - Introduction
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