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SCC EHR Workshop for Contractors: Implementation Considerations

SCC EHR Workshop for Contractors: Implementation Considerations. May 25, 2011. Agenda. Culture Change Critical Success Factors Common Risks Project Sponsorship Project and Work Teams Staff Engagement Training Productivity Data Quality Vendor Performance. Culture Change.

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SCC EHR Workshop for Contractors: Implementation Considerations

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  1. SCC EHR Workshop for Contractors:Implementation Considerations May 25, 2011

  2. Agenda • Culture Change • Critical Success Factors • Common Risks • Project Sponsorship • Project and Work Teams • Staff Engagement • Training • Productivity • Data Quality • Vendor Performance

  3. Culture Change Technology must be seen as a critical and required business and clinical support, leading to efficiencies/effectiveness of service delivery and the continued growth and advancement of the organization. • Lead from the top • Share the benefits • Acknowledge the change • Tap into internal natural leaders as sponsors • Include avenues for feedback • Build cross department partnerships/teams • Give clear expectations (new job skills?) • Have the tools available (hardware, software, access to help/support) • Recognize milestones and accomplishments … a change process leading to business as usual

  4. Critical Success Factors • Executive Sponsorship • Management buy-in and support • EHR skill-set requirements (now a core job duty) • Dedicated project team • Documented business processes • Comprehensive project and change management • Quality conversion • Balance quality and timely implementation • User acceptance testing

  5. Common Risks • Organizational resistance to change • Undefined or evolving project goals • Delays in decision making • Ineffective project team • Lack of issue management • Scope creep

  6. Project Sponsorship Executive Management: • Committed for the long term, through the good times and bad • Understand short and long term costs • Provide sponsorship in a variety of ways “Middle Management” • Hand over decision making authority to work teams • Provide most highly skilled team members to the project • Update business practices Everyone • Educated as to how technology can streamline clinical workflows and result in efficiencies

  7. Implementation Team Structure Project Governance Oversight structure Project Management Assigned Project Manager Key Roles: Quality HIM Finance IT Senior Management Vendor Clinical Champion Clinical Subject Matter Experts Medical Doctor Project and Work Teams

  8. Staff Engagement • Orientation meetings & presentations • Advertise the payoff / Why EHR? • Launch a Web 2.0 or blog project site • Early education through demos • EHR terminology reference guide • Pilots • Bi-directional structured feedback processes • Continuous system improvement • Local / site champions • Technical and business process support

  9. Training Training plans • Identify the skills required by each position • Assess skills either by questionnaire or tests • Train to basic technical skills as needed • Include initial, refresher and new employee classes / tools • Include administrative staff such as HIM, QA, Outcomes, billing, program assistants • Link with sponsorship activities by training managers first Training delivery strategies • Determine trainer strategy: technical trainer or “power user” • Leverage eLearning when possible • Develop workflow diagrams to aid learning • Have managers presence at user training (scope)

  10. Productivity • Confirm/clarity of ongoing expectations • Direct Service time: Billable and Non-billable • Prepare for initial drop • Training • Getting used to the system • Track progress • Tools, reports through EHR • Micro (staff) through macro (agency) level • Interface of data (internal and external)

  11. Data Quality • System controls to limit errors • Balance the use of various data structures • Integrate outcome measures • Managed “flexibility” • Quality review processes • EHR as “system of record” for all client data • Electronic audits (internal QA activities) • Conversion plans

  12. Vendor Performance • Best practice consultants • Greatest benefit of external consultant is breadth of knowledge • Clinical documentation and workflow expertise • Costs • Time and material due diligence • Statement of Work (SOW) • Service Level Agreements (SLA) • Issue priority assignment • Team members • Review credentials and experience of individual team members • Request changes as needed • Expect qualified, experienced team members • Project management • Review PM methodology • Expect ongoing status reports that include budget to actual costs • Change Request Management

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