Electronic Medical Records (EMRs) are constantly evolving and beneficial to healthcare. Dryden Family Medicine (DFM) has operated for a number of decades without the use of EMRs and it has grown into a challenge that they intended on fixing. Through the use of EMR, the practice has had an increase in revenue, an increase in employee satisfaction and incentives from federal and private insurers. This case study focuses on the stages of implementing a EMR and how it is used to benefit DFM.
Pay-for-Performance
“Pay-for-Performance” or a form of an incentive payment is done when practices have the ability to meet their quality targets based on periodic data (Tan, Payton, & Tan, 2010, p. 366). This is done by monitoring disease management …show more content…
With the use of the EMR, the practice not only qualifies for incentives from their disease management programs, but they also would not have an increase in revenue, employee satisfaction, and patient satisfaction. According to the text, DFM had an increase in revenue by 11% in the first year after the EMR implementation and a 20% increase the following year (Tan, Payton, & Tan, 2010, p. 367). With the use of the EMR, employees spent less time on retrieving data and charts, writing prescriptions, providing referrals, etc. Not only did this cut down on staff job responsibilities, but it provided the patients with more interaction with their physicians leading to less hospitalizations and reducing the burden of …show more content…
Some of the differences would be that lack of resources or upfront costs associated with an EMR. Being a small practices typically doesn’t provide them with many resources, so implementing EMRs is costly initially and IT staff or personnel would have to be hired in order to teach others how to use the EMR. These costs can add up quickly and at times reduce revenue for many practices. Due to the lack of funds, the vendor might not be the best choice for the practice. This can not only cause a lack in security or comfortability in their services, but create more responsibility for staff. In my opinion, there would be less of an incentive, due to the fact that smaller practices service less people. The whole reason for incentives is to reward healthcare providers who use EMRs that have a high probability in reaching their quality targets for a large amount of people. Although there is a high probability that some health plans for incentives for efficiency, there are a number of factors that influence the presence or lack thereof
Pay-for-Performance
“Pay-for-Performance” or a form of an incentive payment is done when practices have the ability to meet their quality targets based on periodic data (Tan, Payton, & Tan, 2010, p. 366). This is done by monitoring disease management …show more content…
With the use of the EMR, the practice not only qualifies for incentives from their disease management programs, but they also would not have an increase in revenue, employee satisfaction, and patient satisfaction. According to the text, DFM had an increase in revenue by 11% in the first year after the EMR implementation and a 20% increase the following year (Tan, Payton, & Tan, 2010, p. 367). With the use of the EMR, employees spent less time on retrieving data and charts, writing prescriptions, providing referrals, etc. Not only did this cut down on staff job responsibilities, but it provided the patients with more interaction with their physicians leading to less hospitalizations and reducing the burden of …show more content…
Some of the differences would be that lack of resources or upfront costs associated with an EMR. Being a small practices typically doesn’t provide them with many resources, so implementing EMRs is costly initially and IT staff or personnel would have to be hired in order to teach others how to use the EMR. These costs can add up quickly and at times reduce revenue for many practices. Due to the lack of funds, the vendor might not be the best choice for the practice. This can not only cause a lack in security or comfortability in their services, but create more responsibility for staff. In my opinion, there would be less of an incentive, due to the fact that smaller practices service less people. The whole reason for incentives is to reward healthcare providers who use EMRs that have a high probability in reaching their quality targets for a large amount of people. Although there is a high probability that some health plans for incentives for efficiency, there are a number of factors that influence the presence or lack thereof