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a cost-benefit analysis and ask him or her about the tax implications of your investment. And if possible, take the opportunity to talk to other anaesthetists about their experiences.
Decide the implementation timescale The National Audit Office has previously reported that the National
Programme for IT (NPfIT) cost the NHS in excess of £6.4bn in the ten years after it was launched.1
Clearly the size of that IT project was of a
different scale to the one under consideration here, but it does highlight the importance of setting a clear target for project completion. Of course, it’s important to invest time up front in selecting the
right system, but beware of drift. Consider the project as a series of tasks, set a deadline for each, and assign responsibility to one person. If the timescale appears to be slipping, meet with the other members of your team to discuss how to get things back on track.
Research vendors Having established your requirements and budget, it’s time to
research the market for the system providers with the potential to meet your needs. The internet is a good place to start but do ask colleagues for recommendations as well. In assessing the options, focus on the following:
1. System functionality – for anaesthetic practices, this is likely to include: • Patient management – Patient registration, including whether they are insured (and who by) or self-paying
– Scheduling appointments – Booking resources, such as treatment rooms
• Diary management – Manage schedules for time in clinics, theatre etc – Set up and identify recurring sessions such as time in theatre, pain management clinics, NHS sessions, and medico-legal work
• Billing and collections – Electronic billing to insurers and generating paper bills for self-paying patients
– Track payments – Producing financial statements and payment receipts – Recording refunds and adjustments – Generating aged debt reports – Reporting – Extracting detailed information on the practice’s financial performance
– Generating a range of reports such as open slots for appointments by provider and location
– The ability to export reports to other software so they can be shared with others
2. System security – You cannot afford to neglect this area. Failure to take reasonable steps to ensure patient confidentiality could invite censure and a fine from the Information Commissioner, not to mention a GMC investigation and the attendant bad publicity. Password protection and encryption of data should therefore be a minimum requirement for any practice management system you choose.
3. Support – The system provider must be able to offer the right level of support, not just until you have signed on the dotted line but through installation and beyond. Ask yourself the following questions: • Will they offer initial training for anyone who will be using the system?
• Do they provide ongoing technical support, including site visits if required?
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• If the system crashes, how quickly can they guarantee a response?
• Is data back-up and recovery included? If not, have you considered the additional time and cost you will need to spend to address these?
• How will system updates be managed and charged and will additional training be provided?
You should aim to shortlist two or three vendors who can potentially offer the functionality, security and support you need within the budget you have set. Creating a matrix is a good way to compare the different options and how closely they meet your criteria.
Evaluate vendors Once you have your shortlist, the next step is to make contact with
these companies. Their responses should give you a feel for those who have taken the trouble to understand your business needs. You should also consider long term viability, as the last thing you want is for a vendor to go out of business a year after you have invested in its software. Try to assess each company’s financial stability (this information can be purchased from Companies House or a ratings agency) and its size – would you want to be dependent on just one or two individuals to resolve every problem? Ask for a demonstration of the system so you can assess its
functionality and user-friendliness for yourself. You should also ask them to provide case studies or testimonials. Bear in mind that a provider who can demonstrate little experience within the private healthcare environment may not be capable of meeting your needs over the long-term.
It’s also worth asking the vendor whether you can trial the
system for a limited period to see if it meets your requirements. For example, Healthcode offers a 60-day free trial of its ePractice manager system and a 30-day trial of its ePractice biller Plus system which is more suited to smaller practices.
Selection Your final task is to select the vendor who represents the best fit with
your practice, based on all the above considerations and how well they have engaged with you (it is difficult to envisage a productive business relationship with a jargon-spouting company representative). Ultimately, you need to have confidence in your chosen vendor’s expertise and their ability to support your practice business in the long-term from the moment you sign the contract. This should clearly set out the level of service you can expect which should not diverge from previous commitments made by the vendor. Your practice team should then monitor progress, particularly during system installation or set-up if you decide on an online solution, to ensure your expectations and training requirements are met. It’s also a good exercise to review the system when it has been live for six months and at regular intervals thereafter to ensure it continues to meet the needs of your practice. No business should stand still, and as your practice grows, your
practice management system should be capable of growing with it. ■ JAP 2013: 1: 30-31
References
1. The National Programme for IT in the NHS: an update on the delivery of detailed care records systems, National Audit Office, 18 May 2011
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