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Implementing Health Information Systems: SDLC The successful implementation of an electronic health record (EHR) system based is based on careful selection and planning to integrate the new applications to the organization. Therefore, the crucial role of the leader in the implementation process is to select and adopt the most ideal application in the process. Taking into account a Request for Proposal document, the paper outlines five content elements of the RFP that should be included to help in the selection process, the paper addresses the items that would be required to make a wise and informed selection as well as the relevant leadership skills for contract negotiation.
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Elements of the Request for Proposal A Request for Proposal (RFP) in the implementation of an EHR is a document requiring vendors to offer information outlining the needs of the organization and services that will be offered. The RFP should outline includes the goals, specialties, and clinical specifications of practice. The RFP should also include a basic timeline for proposal submission and the services initiated in the practice. The RFP informs the vendor to have a clear picture of the healthcare organization's needs when implementing the EHR to incorporate the required features in the new system (Fletcher & Payne, 2017). The five crucial elements that should be included in the RFP includes a brief description of the EHR system and the features it will have, the legal compliance features of the system including HIPAA and required functional coding abilities, system requirements for technical support, the estimated cost for implementing in terms of annual or monthly dues, and the timeline for implementing the EHR system. Vendor Contract for an EHR The vendor contract for an EHR is a document showing the terms that the vendor should meet before being authorized to implement the EHR. The most important Five items that would be required in a vendor contract for an EHR include ensuring that the final contract includes vendor response to the RFP as well as any applicable warranty such as product performance or response time, and attention to the ownership of data, any additional training and support in system implementation, and options for purchasing resources for the EHR (Miller et al., 2019). The vendor contract for the EHR should also clearly identify the price of the implementation and terms as well as the required experience from vendor staff engaged in the configuration, implementation, training, and support. To evaluate the listed items, and the vendor information to ensure a wise decision is made, every critical element of the contract negotiation will be taken
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into consideration. On the other hand, the leader will seek legal assistance when negotiating vendor contracts. Leadership Skills for Contract negotiation The leader of the healthcare organization makes a vendor contract for the EHR implementation on behalf of the organization, thus they ought to possess document writing skills and negotiation skills. The leader should review the details of the contract and all relevant documents before entering into a contract so that they understand all the terms of the contract for the organization's best interest. The leader should also possess good planning skills to ensure the success of the system, acquisition (Miller et al., 2019). The leader should conduct a comprehensive research of the EHR market, assess the organization's needs and designed for implementation, have a vision plan for how EHR will support organizational needs, and identify key areas of priority for implementation. The leader should also be a good negotiator to ensure that the organization settles for the best offer possible. A carefully negotiated contract can minimize the potential risks for problems and create a beneficial and balanced relationship between the vendor and healthcare provider, especially where sustained support is needed (Fletcher & Payne, 2017). Besides, the leader should have good communication skills to express themselves and articulate the terms of the contract so that all details are clear for the contracting parties. Indeed, the success of the contracting process depends on the ability of the leader to negotiate the best terms for EHR implementation for the benefit of the organization in terms of efficiency and sustained benefit from the implementation.
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References Fletcher, G. S., & Payne, T. H. (2017). Selection and implementation of an electronic health record. PM&R, 9(5), S4-S12. Miller, F. A., Lehoux, P., Peacock, S., Rac, V. E., Neukomm, J., Barg, C., ... & Krahn, M. (2019). How procurement judges the value of medical technologies: a review of healthcare tenders. International Journal of Technology Assessment in Health Care, 35(1), 50-55.
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