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HRM Task Force

HRM® Experience Improvement Task Force 

OntarioMD is commited to improving HRM for clinicians and established a Task Force in March 2022 to understand and address challenges experienced by community-based clinicians using HRM.  

OMD will provide the latest updates on the work of the Task Force on this page. Please consult this page regularly. 

  • HRM issues included the high volume of reports, duplicate reports sent by HRM and fax, lack of report categorization, lengthy reports, etc.
  • Enhancements to the HRM platform can only address some of these issues.  Other issues are caused by:
    • Gaps in policy for documentation in transition of care from acute to primary care
    • Hospital's interface implementation to HRM
  • The Task Force will seek to make recommendations for standards to be used by HRM Sending Facilities (e.g., hospitals) and EMR vendors to provide clinicians with a consistent experience.
  • The Task Force is developing an execution plan which outlines the tactics to drive strong adoption of the standards by hospitals and EMR vendors.
  • Several health system partners (e.g., Ontario Health, CPSO, OHA, etc.) have been engaged to support this effort.
  • Through the advocacy of the Task Force, several hospitals (e.g., Central East region, Trillium Health Partners) have implemented solutions that exist within their Hospital Information System (HIS) or were custom built to stop duplicate faxes for HRM users.  The suppression of these faxes will lessen the administrative burden on primary care providers.
  • The work of the Task Force is anticipated to end in early winter. Further updates will be published when they are available.

Key HRM Concerns from Primary Care

Key ConcernCausesImpact to Primary Care
High volume of reports received
High volume of reports that are not all clinically significant (i.e. Nursing note)
No policy/standard for hospitals on 'core data set' of reports to be sent via HRM/fax 
  • Inbox flooded, risk of missing something important 
  • Contributes to physician burnout 
Duplicate reports
  • Inability to suppress faxes results in 2 copies sent to clinicians for every Medical Record and Diagnostic Imaging report  
  • Same report sent multiple times - draft and final copies
  • No proactive lab report distribution mechanism  
  • Draft reports not recommended, however no mandatory requirement not to send them
  • Inbox flooded, risk of missing something important 
  • Contributes to physician burnout 
  • Creates more work for clinicians
PDF reports
Hospital reports are sent in PDF format as opposed to text
PDF is an acceptable report type for HRM contribution; however, it is not the preferred format from a data quality perspective due to limitations in searchability in the EMR
  • Difficulty finding specific information quickly 
  • Lower data quality (EMRs cannot search/query content within PDF report) 
  • Decreases ability to use HRM reports for QI initiatives and research 
  • Additional EMR workflow concerns (more clicks to view reports) 
Lack of specificity in report categories
  • Report types vary by SF 
  • Propensity for generic report types (e.g., Consult report vs. Internal Medicine Consult) 
  • EMR workflow considerations for generic report types 
No policy/guideline for hospitals to align to for report labelling standardization
  • Difficulty finding specific information quickly 
  • Risk of using inaccurate categories / mislabeling reports 
Length of reports
Reports that are several pages long with inconsistent formatting
  • No standard for hospitals on content of reports  
  • Variety of HIS implementations and associated functionality across the province
  • Difficulty finding relevant information quickly 
  • Contributes to physician burnout 
  • More likely to miss something important which impacts patient safety 
Receiving location
Clinicians receive the same report in all EMR instances/locations
HRM report delivery is based on clinician EMR instance, not patient location
  • Barrier for adoption for physicians who work in different locations 
  • Increased complexity for those who have adopted HRM 

Task Force Sub-Groups 

The HRM Task Force is made up of clinicians, Chief Medical Information Officers (CMIOs), representatives from Ontario Health, EMR vendors, Hospital Information System (HIS) vendors, and OMD's HRM and executive teams. The Task Force is committed to making improvements to HRM. The HRM Task Force encompasses three groups:

Task Force Sub-GroupsScope
Advisory Circle
  • Steer, influence and champion Task Force recommendations
  • Influence stakeholders needed to execute Task Force recommendations
  • Provide oversight of Task Force activities
  • Governance: Review, provide feedback and approve Task Force deliverables
SF Standards Working Group
  • Provide input to Current State Assessment, including prioritizing key issues
  • Provide input and recommendations for SF Standards document
  • Review execution plan
EMR Usability Working Group
  • Review Current State Assessment findings
  • Make recommendations for EMR usability improvements
  • Review execution plan

Key Activities


01 Current State Assessment02 Standards & Recommendations03 Execution Plan04 Final Report
Sending Facility Standards
  • OMD to draft Current State Assessment 
  • Review Current State Assessment with Working Group 
  • Prioritize pain points 
  • Finalize Current State Assessment and obtain approval by Advisory Circle
  • OMD to draft SF Standards document 
  • Review SF Standards document with Working Group 
  • Finalize SF Standards document and obtain approval by Advisory Circle
  • OMD to draft proposed Execution Plan to implement HRM SF standards in HRM Sending Facilities  
  • Review Execution Plan recommendations with Working Group (e.g., seek funding) 
  • Finalize Execution Plan recommendations and approval by Advisory Circle 










Final conclusions of the Taskforce including next steps, opportunities, and any remaining challenges/barriers/gaps
EMR Usability
  • OMD to draft Current State Assessment 
  • Review Current State Assessment with Working Group 
  • Prioritize pain points 
  • Finalize Current State Assessment and obtain approval by Advisory Circle
  • OMD to draft EMR Usability Improvement recommendations 
  • Review EMR Usability Improvement recommendations with Working Group 
  • Finalize EMR Usability Improvement recommendations document and obtain approval by Advisory Circle
  • OMD to draft proposed Execution Plan for engaging EMR vendors on recommendations 
  • Review Execution Plan recommendations with Working Group (e.g., seek funding) 
  • Finalize Execution Plan recommendations and approval by Advisory Circle