EMR IMPLEMENTATION KEYS TO OUR

SUCCESSConsultants In Gastroenterology P.C.

Kansas City Missouri

Presenter Michelle Morgan

PLAN

Recognize all stake holders Create a mission and vision Sell the vision and mission Prioritize the goals expected from the EMR

with stakeholders Patient care in the drivers seat,”Is it good for

the patient” Resource Requirements Change Management Implementation:

Improving communication

EMR MISSION

Move the practice and ambulatory centers from a 60% to 85% computer system implementation.

EMR VISION

To accomplish our mission we envision patient care to exceed customer expectations. We will strive to meet the needs of the community. Our work environment is one of mutual trust, respect and open communication promoting positive professional staff and physician relationships. We will exercise fiscal responsibility and encourage innovation.

MISSION AND VISION CREATION

The long-term vision statement outlines what the organization wants to be

Focuses on tomorrow

Can be inspirational

Timeless

Ask: What inspires your organization?

(GE Healthcare summit, 2007)

STAKEHOLDERS

Physician

Nurse NP, PA, MA

Residents, Interns

Front Desk- scheduling/registration

Billing Clerk

Clerical Staff

COMPUTER IMPLEMENTATION

COMMITTEE

Select individuals from each department to represent the stakeholders

Each department will play a role (believe me)

Set specific guidelines for communication for implementation recommendations, workflow ideas, problems, concerns. Example: Project management program, designated helpdesk centralize an area for documentation

FINALIZING AND ANALYZING PLAN

Does the computer implementation team satisfy each stakeholder?

Are they included in the Mission and Vision statement?

MEETING AGENDA

Discuss Mission and Vision, make adjustments

Set goals

Assign tasks to stakeholders

Software representative and support

Discuss resource requirements

Change Management: pre-implementation

EXAMPLES OF GOALS

Approved standardized physician order sets

Seamless linkage of information between the MD office and the hospital

Ability to have results, registration and appointments online

Multidisciplinary plan of care and nurse admission screen that automatically populate previously collected data

Our Ultimate Goal:100% EMR

GOALS

Look at these goals and prioritize

Each department are going to have different goals

As a Team we need to focus on a set of goals.

Using SMART to finalize the goals.

SMART- Specific, Measurable, Attainable, Realistic, Time based (Stick to the schedule)

RESOURCE REQUIREMENTS

Budget needs to be established and keep in mind future investments, additional storage, future hardware needs, upgrades and updating systems.

Project management

Interface development

Network infrastructure

Ongoing support

Software

Hardware

Additional staff

CHECKLIST FOR DECISION MAKING

Do the proposed ideas support patient safety?

Do the proposed ideas support customer service?

Do the proposed ideas improve communication efficiency?

Do the proposed ideas fit the vision?

Are the proposed ideas urgent and required for progress?

Are the proposed ideas funded?

Are the proposed ideas the most cost effective?

Are the proposed ideas sufficiently clear?

Does the outcome promote a smooth, natural transition?

Will people easily take ownership of the end result?

(Scripps, 2007 GE Healthcare summit)

RECOMMENDATIONS

TRAINING, TRAINING, AND MORE TRAINING IT IS NOT AN OPTION

Establish and Develop a training program for the implementation and incorporate that into new employee orientation for future training.

Keep a designated area with test applications for training.

Have realistic expectations for the changes

Expected frustration with implementing a new workflow. There is a period of learning before a comfort level is reached.

STRONGLY ENCOURAGED

Have onsite help for physicians and staff in the initial stages of implementation.

For Return on Investment Jump Head first and face your fears and implement All or none with the system. Decreases resistance to change each time something changes.

Have follow up training

Really Involve stakeholders on Hardware needs and usage abilities, also physicians likes and dislikes.

Make a uniform plan most physicians will agree on and stick to it. Try not to let one physician do his on thing while the other does something entirely different.

WORKFLOW TIPS

Involve all stakeholders involved in the workflow development

Stay away from “this is how we have always done this” therefore think outside the box

Utilize similar practices for workflow help, CHUG email for tips and recommendations.

Give sufficient time and communicate information about workflow change is going to happen and what to expect.

TEST the WORKFLOW mulitple times, VERY frustrating and confusing when the workflow has to change several times.

DISCOURAGE

Don’t expect staff to change their processes and culture in one day.

Don’t implement one little piece at a time the system works collaboratively.

Don’t forget to embrace the change as a learning experience

Don’t forget change is guaranteed.

Don’t buy Hardware physicians won’t use so ask them.

Don’t underestimate how much storage you will need.

BOTTOM LINE

Point to Ponder……

If the Physicians don’t use it, nothing else matters (GE Healthcare summit, 2007)

QUESTIONS OR COMMENTS?

Please feel free to share about your experiences

GE RESOURCES

http://www.centricityusers.com/

http://centricitypractice.gehealthcare.com/

http://support.centricityservices.com/

http://cpstraining-gehc.com/

http://hls.gehealthcare.com/

OUTSIDE SITES

http://www.healthcareitnews.com/

http://www.himss.org/ASP/index.asp

www.cms.gov (Meaningful use)

RESOURCES

GE Healthcare Summit 2007, Powerpoint presentation.

Scripps, 2007. What a Bear attack and implementing EMR taught me. Powerpoint.