Adoption of an EHR at Neptune Hospital

Adoptionof an EHR at Neptune Hospital

Adoptionof an EHR at Neptune Hospital

Overviewof Neptune Hospital

Mission: Toimprove lives and health by offering quality, integrated, andexceptional health services and care in a caring and compassionatemanner for people

Vision: Lead theprogression and maintenance of quality and excellent healthcare toallow all patients and families we serve to lead a healthier life

Values: Thehospital seeks to set and surpass healthcare standards by aligningits mission and vision to quality, compassion, integrity, teamwork,respect, foresight, and excellence.

The mission of Neptune Hospital is to offer quality, integrated, andexceptional health services and care in a caring and compassionatemanner for people living in Boston, Massachusetts. The hospitalunderstands and appreciates the value of every thus, it is committedto leadership and excellence. It offers balanced and exemplaryhealth, emotional, physical, and spiritual care and services to allpatients regardless of their background. The hospital’s vision isto lead the progression of quality health care and services to enablethe people served to enjoy a healthier life. The hospital has a 150bed capacity in its main facility and offers outreach andcommunity-based services in other parts of Massachusetts such asWorcester, Cambridge, Quincy, and Lowell. The main facility housesthe skilled nursing care, nephrology unit, rehabilitation medicine,laboratory and research center, and geriatrics. The hospital hasemployed 200 physicians, nurses, and support staff to ensure thatquality provision of care. However, it has not managed to develop aproper IT program but is in the process of transitioning to an EHRsystem.

The EHR plan

Currently, thehospital is using a paper-based system but it wants to migrate to anEHR system. As the lead project manager, the hospital has entrustedme with implementing a plan for the transition. Zandieh et al. (2008)contend that transitioning from a paper-based to an EHR systempresents numerous challenges for a firm thus, the table will providethe key steps to follow to inhibit the challenges. The plan tablewill include all the steps that I will take to develop the EHR planprior to deciding the system that the hospital should adopt.


Practice lead

Days to complete


Prepare the development and implementation plan

15 days


Identify the implementation team.

Before assessing and planning for the project, I will identify the team that will support me in identifying and adopting an effective EHR. The Implementation team will have 7 members. Hans, Van Houdenhoven, and Hulshof (2012) contend that before undertaking to develop a project, an organization should first identify the team that will work on the project.


Assess the current system.

This will involve assessing the current paper-based system and why it should be discarded. Together with the identified team we will evaluate the lack of dynamism within the current system


Explain the need for the transition

I will explain to the implementation team the need to transition. This is will involve highlighting the disadvantages of the current paper-based system


Map the current state and assessing readiness

4 days


Analyzing how the hospital records and exchange patients’ information

Together with the implementation team, we will evaluate the current state. Unlike the assessment of the current system in the previous step, this will involve a discussion on how the hospital records and transmit patients’ information. The evaluation will include the process of recording information, the staff involved in recording and keeping the information, and how the information is retrieved.


Definition of the scope

20 days


Defining the project

I will define the aspects of the current project to the implementation team. Then, we will assess the cost of migration and consider the numerous EHR systems that the hospital can adopt. We will determine the roles of each member, task deadlines, deliverables, and come up with a plan for completing the project


Involving the management

Hans et al. (2012) and Zandieh et al. (2008) assert that the implementation team should always create a communication tool to communicate all the decisions to the management. We will convene a meeting with the management where we will explain the plans for the project, the forecasted expenses, and other aspects identified in the step above


Forecasting the results of the project

This step will cover the forecasting part of the project. Before implementing a plan, it is essential to envisage its importance and benefit in future. We will consider the effectiveness of the project relative to the current state. Besides, we will identify the key areas of the project


Communicating to the board of directors

7 days


Meeting with the board of directors

I will meet with the board of directors with two other members of the implementation team. The meeting will take place in the Hospital’s board room


What I will communicate to the directors

I will inform the directors the importance of discarding the current system and adopting an EHR system. Additionally, I will explain to the board of directors the requirements of the new system, the required capital, and the processes involved in identifying and adopting an effective EHR.


The support that I will request

I will request the support of the directors in agreeing to the change because any big project must be ratified by the board of directors.


Planning for the future state

13 days


Mapping the desired workflows

The team will map out how the chosen system will enable the desired workflows. Kirkendall et al. (2013) assert that mapping ensures that migration is effective and simple. We will conduct research on the functions and effectiveness of numerous EHR systems


Creating patterns

6 days

We will create a workflow pattern. Although the team has not identified the desired EHR, the creation of new patterns will help in developing plans and infrastructures for the adoption of the system.


Planning the approach

12 days

Building the plan

In this step, we will identify the tasks to undertake, as well as, those to sustain or discard.

The step will involve an implementation plan for evaluating EHR systems and developing mechanisms that will ensure an effective transition.



6 days

We will clarify and prioritize processes by their importance rather than their urgency


Plan for contingencies

4 days

This step will involve assessing the different contingencies plans in case the identified project fails. The plans will include discarding the project and continue using paper-based system, adopting an already developed system, collaborate with other organizations, and increase funds for the project


Description of the timeframes and basslines

2 days

We will identify the timeframe of the project, its specifications, and the best time for adoption


Planning for the chart migration

30 days

This will involve indexing the existing records

The paper records will be indexed and coded for the transfer to the EHR system

Meetingthe IT planning objectives

Glaser and Salzberg (2011) posit that an IT strategic planningpermits an organization to expansively align the plans with itsstrategic objectives and mission. To ensure that the I align theplans to the activities of the firm, I will map the plan to thestrategies of the firm. This will involve bringing all thestakeholders on board and advising the management to developeducational training programs geared towards IT (Glaser &ampSalzberg, 2011). To guarantee that the hospital recognizes all ITopportunities, I design the project as an organization strategy,which means all the employees will be involved in its adoption.Besides, together with other members of the implementation team, wewill educate the employees on using different EHR systems in order toprepare them for the upcoming system. A communication tool will bedeveloped where every head of a department will contribute the ideasof the employees from that department to the implementation plan.Discussing the plan with the board of directors will ensure thesupport of the organization in completing the project.

Linkingthe IT plans with organizational strategy

The hospital’s fundamental operation is to advance quality andexcellent care and support to all patients regardless of theirbackgrounds. In this regards, the plan will be linked to thehospital’s strategy by becoming the most important aspect of theorganization. All patients’ information will be moved to the newsystem, which means the hospital will ease information exchange andretrieval, as well as, ensure the development of datainteroperability. The hospital will design a dynamic andcomprehensive system, which will also converge care and practice andpromote a cohesive customer management. Kirkendall et al. (2013)assert that throughout the implementation planning, the team shouldcommunicate its decision and plans to the management. This will allowthe management to include the project as part of the hospitalstrategic planning. In fact, the project will be a key plannedchange. The hospital has previously relied on paper-based systems forinformation recording and retrieval, which has been chaotic andtiresome. However, the new system will allow the hospital to easeoperations, advance effective care, and reduce operating costs.


Glaser, J. P., &amp Salzberg, C. (2011).&nbspThe strategicapplication of information technology in health care organizations(3rd ed.). John Wiley &amp Sons.

Hans, E. W., Van Houdenhoven, M., &amp Hulshof, P. J. (2012). Aframework for healthcare planning and control. In&nbspHandbook ofhealthcare system scheduling&nbsp(pp. 303-320). Springer US.

Kirkendall, E. S., Goldenhar, L. M., Simon, J. L., Wheeler, D. S., &ampSpooner, S. A. (2013). Transitioning from a computerized providerorder entry and paper documentation system to an electronic healthrecord: Expectations and experiences of hospital staff.&nbspInternationaljournal of medical informatics,82(11), 1037-1045.

Zandieh, S. O., Yoon-Flannery, K., Kuperman, G. J., Langsam, D. J.,Hyman, D., &amp Kaushal, R. (2008). Challenges to EHR implementationin electronic-versus paper-based office practices.&nbspJournal ofGeneral Internal Medicine,&nbsp23(6), 755-761.