implementing an electronic medical record system at ok care hospital medical informatics 404-dl fall...
TRANSCRIPT
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Implementing an Electronic Medical Record System at OK Care Hospital
Medical Informatics 404-DLFall 2009Group 5
Tammy Gray, Beena Joy, Emad Osman, Joseph Ryan, Natalie Schwartz
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PROJECT OVERVIEW
To implement a fully integrated patient-centered EMR in a 250
bed medical surgical hospital
• Institutional Goals
– To improve the quality of patient care
– To improve patient outcomes
– To improve patient safety
– To improve organizational efficiency and productivity
– To effect cost reduction
– To improve service and satisfaction to our patients, providers, and staff
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HOSPITAL SYSTEM OVERVIEW
• General Medical Floors
– 155 beds, 5 floors, 15 double and 1 single occupancy rooms/ floor
• General Surgical Floors
– 60 beds, 2 floors, 15 double occupancy rooms/ floor
• Medical ICU/ CCU
– 16 beds
• Medical Step-Down Unit
– 6 beds
• Surgical ICU
– 8 beds
• Surgical Step-Down Unit
– 5 beds
• Labor and Delivery Unit
• Operating Rooms and Delivery Suites
• Emergency Department
– 15 beds
• Pharmacy Department
• Laboratory Department
• Radiology Department
• Outpatient Clinic
• 300 staff physicians
– Voluntary & hospital-employed
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STRATEGIC PLAN: CURRENT STATE
CURRENT SOFTWARE
ADT/ PATIENT REGISTRATIONSiemens
PACSGE Healthcare
CURRENT HARDWARE
• Terminals in the Admitting Department, Patient Registration, Emergency Department, Billing Department, Pharmacy, Laboratory, Radiology, Outpatient Center
• Terminals at each central nursing station
• 2 terminals at each central nursing station (retrieval)
• 6 terminals in radiology dept. for retrieval and MD reading
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STRATEGIC PLAN: FUTURE STATE ACTIVE, PATIENT-CENTERED EMR
COMPONENTS AND FUNCTIONALITY:
Health care information and data- “anytime, anywhere access” Full Integration of test results and management- laboratory, PACS CPOE and e-prescribing Barcode-enabled point of care- medication administration Decision-Support systems- evidence-based standards of care Electronic communication/ connectivity- E-mail, Intranet, Internet Clinical Reporting- Accrediting agencies, insurance, audits Clinical Research and Trials Chronic Disease Management (includes Case Mgt.) Data-Mining Fully integrated with ADT and Patient Registration Systems Other administrative processes- insurance verification, pre-
authorizations
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STRATEGIC PLAN: FUTURE STATE ACTIVE, PATIENT-CENTERED EMR
CPOE: Improved patient outcomes
• Reduction in medical errors• Reduction in adverse drug events• Improved adherence to clinical protocols• Decision-support tools- alerts, reminders, call-backs
Cost savings• Reduction in medication errors and adverse events prevent
unnecessary hospital days, reduced liability• More cost-effective choice of medications
Improved Revenue• Improved accuracy and timely billing• Increased transaction processing rates• Reduced LOS• Improved compliance with core measurements
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NEEDS ASSESSMENT (1)
Strong commitment from senior level healthcare administrators Physician Champion- passionate, respected, strong communication skills,
strong leadership ties to medical community Provider buy-in and adequate representation in the design and
implementation of the system Strong and committed leadership from major hospital departments Search for qualified vendors- vet organizational and financial stability,
track record for service and response, pricing, upgrades, system expandability
Formalize a contract with selected vendor(s) Develop a business plan- define capital and operating costs, costs of
upgrades, organizational financing, government stimulus funding, ROI Identify the sources of data and systems that need to be integrated Identify storage space, electrical requirements (power, shielding,
ventilation), physical space of clinical and IT activities, present and future capacity
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NEEDS ASSESSMENT (2)
Determine information system architecture- integrated platforms and IT infrastructure (servers, operating systems, networks)
Develop solid and reliable administrative, physical, and technical safeguards for 24/7- 365 days/year operability
Solid disaster recovery plan Human resources analysis Create a strong and dedicated IT Team, including a CIO, CTO, CSO,
CMIO, CNO, system analysts, programmers, database administrators, network administrator, telecommunications specialist, in-house IT staff to establish connections, load and test applications, troubleshoot, staff help desk, training, upgrades
Workflow Analysis- determine # and location of workstations, space requirements, re-design of work areas
Identify training staff and provide dedicated training time Develop a practical timeline for implementation across the hospital
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CRITICAL NEED:IT ALIGNMENT AND STRATEGIC PLANNING
Ensure a strong and clear alignment between IT decisions/ investments and the hospital’s overall strategies, goals, and objectives
Use IT to support the momentum of the hospital’s vision, not to create the vision
Strong senior leadership and understanding of the benefits and limitations of the IT initiatives to achieving organizational goals
Strong IT governance
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CRITICAL NEED:PHYSICIAN BUY-IN
WE NEED TO MAKE THE PHYSICIANS PART OF THE
SOLUTION,
NOT PART
OF THE PROBLEM !!!
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Need to Convince Physicians of the Personal Value of a Hospital EMR
Physician complaints:
“My handwriting is legible”
“None of my patients have had medication errors”
“Why do I need to change my practice to benefit the hospital ?”
Time for classroom or one-on-one training not reimbursed
Learning curve (may be steep for older MD’s)
Cost of installing office technology for hospital linkage difficult in current economy and reimbursement
environment
Problems remembering multiple or single UserID’s/ Passwords
Need benefits to outweigh MD complaints:
Remote access to hospitalized patient data
Can track their patients across the hospital
Can use CPOE from any site- within the hospital/ office
No more searching/ waiting for charts to enter notes (e.g. chart is being used for nursing rounds, by case manager, or another MD; taken off the floor for testing)
Reduction in medication errors and physician liability
Increased patient satisfaction with more integrated hospital services and efficiency
Can sign discharge summaries and operative reports from their offices
Improved patient billing services- fewer complaints
Must align the value of a hospital EMR with the value to physician practices !!!
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PROJECT STEERING COMMITTEE
Project Sponsor: CIO
Physician Champion: CMO
Physician Advisory Subcommittee:Chairmen, Departments of Medicine, Surgery, Ob/Gyn, Laboratory, Radiology, Emergency Room
Respected representatives of the full-time and voluntary medical staff must be involved from the ground up and at every key decision point!
Nursing Champion: CNO
Nursing Advisory Subcommittee:Nursing Supervisor, Nurse Manager (Medicine, Surgery, ER, L&D, OR)
Director: Quality Improvement
Director: Billing Department
Director: Admitting Department
Director: Risk Management
Director: Medical Records Department
Project Manager: Consultant/IT Liaison
IT Advisory Subcommittee
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PROJECT STEERING COMMITTEE
Each department representative within the steering committee must:
Perform a Stakeholder Analysis of their department Develop a list of CTQ’s (“Critical to Quality”) Perform a Workflow Analysis of their development Become the project champion for that area
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Stakeholder SWOT Analysis
Short Term
Long Term
Threat Opportunity
↑ Patient safety events ↓ Satisfaction of MDs, patients, and staff ↑ continued delayed treatment ↑ potential in LOS
Meet strategic goals Meet/exceed customer expectations more often ↓ errors, delays in treatment and LOS ↑ bed availability
Loss of patients/business ↓ reputation and credibility Possible ↑ in liability, susceptibility to litigation Financial impact resulting in ↓ $$
Enhanced patient outcomes ↑ business ↑ community reputation
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SOFTWARE SPECIFICATIONS
RFI - VENDOR SELECTION CRITERIA
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VENDOR SELECTION REQUIREMENTS
MEDICAL STAFF PERSPECTIVE:
CPOE capable– Usability– User-friendly GUI– Order placing is intuitive (includes e-prescribing)– Buttons, dials, links, etc., are logically placed– Minimum number of mouse clicks per function– Information display is useful and not confusing (“no wall of numbers”)– Specialty modules in development
Voice recognition integration Decision support capable
– Alerts appear in summary to reduce fatigue– Linkage to citations
Value added– Improves safety– Enhances, not hinders, productivity and efficiency
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VENDOR SELECTION REQUIREMENTS
ADMINISTRATION AND NURSING ADMINISTRATION PERSPECTIVE:
Willing to partner and grow with us-”scalability” Has an ongoing plan for moving us from A to B
– Accepts accountability for assisting the organization in the re-engineering of all workflows
– Education plan includes ongoing support Demonstrated implementation satisfaction with other like organizations High level dashboard report capability for key indicators linked to
strategic goals Evidence that vendor’s EMR acquisition results in the improved patient
outcomes and cost savings over time Reporting is turn-key and non-proprietary
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VENDOR SELECTION REQUIREMENTS
NURSING STAFF PERSPECTIVE:
Workflow promotes optimal face time with patients and real time documentation
GUI is intuitive and views customizable by user preference Terminology is dynamic Medication barcoding is integrated
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VENDOR SELECTION REQUIREMENTS
PHARMACY PERSPECTIVE:
Medications and dosages are discreet fields Smooth transition of orders from ER to inpatient Alerts with decision support Requires justification
– Alert overrides
– Non-formulary meds Reporting is turn-key CPOE e-Prescribing e-MAR
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VENDOR SELECTION REQUIREMENTS
QUALITY PERSPECTIVE:
Core Measures abstraction is automated Reporting is turn-key
– All data are reportable and easily accessed through ODBC connection
– Proprietary tools are not required Links with Laboratory, PACS, Pharmacy, both internal and
external
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VENDOR SELECTION REQUIREMENTS
INFORMATION TECHNOLOGY PERSPECTIVE:
• Full integration with all other disparate clinical & non-clinical systems within the organization
• Scalable
• Roll-based access
• Audit trails
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BUDGETRETURN ON INVESTMENT
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Current Key Costs
Medical Records One Year
Salary & Benefits for Medical Records $ 70,000.00
# of Medical Records Staff 30
Chart Creation Cost $ 2.00
# of Charts Created a Year 10% of Patients
# of new patient a physician sees 220
Cost of Chart Storage $ 2,000,000.00
Clinician Costs
Rx Pads $ 77,220.00
# of Physicians 300
Transcription Costs $ 1,000,000.00
Other
Coding Errors/Missing Charges $ 1,200,000.00
Billing Turn Around Time 2 weeks
Misc Office Expenses 50,000
Cost Per Year $ 6,559,220.00
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Return On Investment (ROI)
Current Key Costs
Medical Records One YearPercent Savings Current After Saving
Salary & Benefits for Medical Records 70,000.00$ 43% 2,100,000.00$ 1,197,000.00$ # of Medical Records Staff 30Chart Creation Cost 2.00$ 90% 132,000.00$ 13,200.00$ # of Charts Created a Year 10% of Patients# of new patient a physician sees 220Cost of Chart Storage 2,000,000.00$ 75% 2,000,000.00$ 500,000.00$
Clinician Costs One YearPercent Savings Current After Saving
Rx Pads 77,220.00$ 90% 77,220.00$ 7,722.00$ # of Physicians 300Transcription Costs 1,000,000.00$ 90% 1,000,000.00$ 100,000.00$
Other One YearPercent Savings Current After Saving
Coding Errors/Missing Charges 1,200,000.00$ 50% 1,200,000.00$ 600,000.00$ Billing Turn Around Time 4 weeks 1 weekMisc Office Expenses 50,000 50% 50,000 25,000.00$
Cost Per Year 6,559,220.00$ 6,559,220.00$ 2,442,922.00$ Projected Savings 4,116,298.00$
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ROI 2
Day to Day Actions Current After Implementation
Medication to Patients (Hours) 5.28 1.51
Order Entry of Radiology to Completion of Procedure (Hours) 7:37 4:21
Length of Stay 30.4% Reduction
Lab (from Order to Completion)
Chemistry Tests 48.9% Decrease
Urinalysis 41.6% Decrease
Microbiology 40.6% decrease
Serious Medication Errors 55% decrease
Preventable Medication Errors (PME) 17% decrease
Cost per PME $ 4,600.00
Average PME Cost for 300 Bed $1.2 Million $ 996,000.00
Medication Decision support could identify up to beneficial changes in treatment 41,000
Repayments to payers for non-compliant documentation or ineligible services $25,000.00 $ 387.00
Admissions/registration Patient Satisfaction 63% 80%
Overall Patient Satisfaction 75% 80%
Physician Satisfaction 73% 80%
Staff Satisfaction 69% 78%
Physician Patient Load Increase 4-8
Net Savings Over a Five year Period $2.5 to $5 million
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Implementation Costs
Hardware CostServers 50,000.00$ Tablets 400 @ 1500 600,000.00$ Computer Stations 25 * 500 12,500.00$ Installation (wifi, routers, wiring, etc) 30,000.00$ Yearly Maintance 15% 103,875.00$
Personal CostAnalyst 4 @ 75,000 300,000.00$ Director 1 @ 80,000 80,000.00$ Consultant Fees 100,000.00$
Software CostInterfaces 50,000.00$ License Fee 400 @ 15000 6,000,000.00$
Implementation Cost 6,742,500.00$ Yearly Cost 583,875.00$
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Five Year Project
$(10,000,000.00)
$(5,000,000.00)
$-
$5,000,000.00
$10,000,000.00
$15,000,000.00
Year
No EHR
Costs
Savings from EMR
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Physician Engagement Leadership Support & Collaboration
Engaging the Clinical Staff Real-time Training
Facility Implementation
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Clinical Viewer• EMR • Results Reviewing HIM / Doc ImagingSurgery • Surgery Pharmacy• Pharmacy • Alerts – ADE,
Prevention AlertsMedication Profile• Medication
Reconciliation
Patient Care• Orders Management• Nursing
Documentation• Ancillary
Documentation• eMAR• Interactive View for
ICUED • ED Tracking Board
and Triage• Physican
Documentation (ED)• CPOE for EDCare of the Patient in
the Physician Office
CPOE• Evidence-Based
Alerts at Provider Order
Nursing Care PlansAdvanced
Laboratory• Laboratory POC
SolutionsSurgery Expansion• Anesthesia
PHASE 1PHASE 1Clinical
Foundation
PHASE 2PHASE 2 Clinical
Enhancement
PHASE 3PHASE 3Outcomes
Optimization
Phasing Plan
7 YEARS 5 Years
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The Importance Of Decision Making
MajorImpact
ModerateImpact
Less Impact
Mid Level DecisionsMid Level Decisions
HighLevelDecisions
HighLevelDecisions
Detailed Decisions Detailed Decisions
~ 25% of decisions
~ 10% of decisions
~ 65% of decisions
How will it be done?
Design the details
What will be done? Who will do it?
Clinical Systems Steering Committee (CSSC)
Clinical Standards Committee (CSC)Physician Advisory Council (PACo)
Subject Matter Experts (SME)
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Timeline
Design/Build P# 3
2010 20122011 20142013 2015
Design/Build P# 2
Phase 1 - 19 Months Design and Build Phase 3 - 14 Months Design and Build Phase 2 - 24 Months Design and Build
Go / No Go Decision
Design/Build P# 1
Rollout
Rollout
Rollout
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Timeline
20112010 2012
Validation and Sign Off Steps Go / No-go Decision
Plan
Facility Rollout
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
CurrentState
Assessment
FutureState
Design
Proof of Concept Build & Validation
Training
Refine & Validate
Production Build, Validate
Conversion Prep
Integration Testing
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Reference: Our Iceberg Is Melting.Eight Step Process for Successful Change.Author, John Kotter, 2006. Page 130-131.
PREPARE“Set the Stage & Decide What to
Do”1. Create a Sense of Urgency
2. Pull Together the Guiding Team 3. Develop the Change Vision and Strategy
ENGAGE “Make It Happen”
4. Communicate for Buy-In 5. Empower/Enable Others to Act 6. Create Short-Term Wins
SUSTAIN“Make It Stick”
7. Don’t Let Up8. Create a New Culture
Change Adoption Curve
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Critical Success Factors
• These critical success factors apply to all areas impacted by the project.
Critical Success Factor Measurement Process
The project is completed on budget. Project expenses are monitored and tracked to stay within budget. This is a multi-year project and will be measured on an annual basis.
The process solutions identified in the project scope were implemented in each of the facilities according to the plan.
Validation of new care delivery processes activated in each facility based on the final scope document and/or governance approval.
Project milestone dates and deliverables were achieved with less than 10% variance.
Track and manage project plan dates and deliverables as defined in the approved project plan baseline. Baseline date to be determined. 90% of the Phase II teams meet all milestone dates and deliverables.
Current state analysis completed and signed off. Future state analysis completed and signed off 45 days prior to the first activation.
Require signatures from department teams interviewed for current state. Require signatures from members of the Clinical Standards Committee for future state design.
“Proof of Concept” demonstrated through a partial system build to validate the future state workflow and system functionality with approval from the appropriate stakeholders.
Require signatures from SMEs and Clinical Standards Committee for future state workflows and partial build.
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Critical Success Factors
Critical Success Factor Measurement Process
System functionality was adequately tested to identify and resolve software and workflow issues prior to conversion.
Corporate compliance will audit integration testing and provide feedback.
Training team received design documentation and new care delivery workflows with adequate lead time to prepare training and competency testing programs.
Training materials, scenarios and policies were available for training of staff.
Appropriate staff attended training prior to activation (only those with excused absence from appropriate director will be allowed to take training at a later time).
Training attendance tracked to ensure at least 95% of appropriate staff attended training.
Staff members who attended training passed competency test.
Training competency scores tracked to ensure at least 98% of staff pass competency test with score 80% or higher.
The "C" suite at each facility participated in the facility preparation and conversion activities.
Participation in facility preparation meetings and support of new care delivery processes.
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Project Standards
Rules of Engagement – Key criteria that must be met to support the project’s success
Defining a Project – What specifically is a project … and what is not a project
Tools – The tools that are used to manage projects and document project activity
Project Roles and Responsibilities – What is expected of participating team members
Project Governance/Organization Structure – Identification of Teams within the project
Customer Responsibilities – What is needed from the customer to maximize success
Project Levels and Complexities – Identification of the levels of complexities and how each is treated in terms of documentation, communication, and involvement
Project Documentation – Standard documentation naming conventions and storage locations
Communication Management – Standard methods and styles of communication designed to provide consistency for the teams and customers
Meeting Management – Establishes standard meetings and updates with efficient Planning, Facilitating, and Documenting
Vendor Management – Defines how to manage vendors and service professionals; includes contracts, Corporate Compliance, and standardized Change Management
Risk Management – Defines how project risks are identified, managed, and mitigated
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Project Organization
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EMR Governance Structure
Board of Trustees
Quality Committee
Office of the President
EMR Executive Oversight
Board
Clinical Systems Steering
Committee
EMR Project Steering
Committee
Physician Advisory Council
Clinical Standards Committee
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EDUCATION , TRAINING &COMMUNICATION
STRATEGY
• By Beena Joy, RN BSN
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Summary of Recommendations
• Approval to solicit RFI
• Approval to distribute RFPs based on vendor responses
• Support organizational efforts to improve care and safety, streamline processes, increase satisfaction, and decrease costs and waste through EMR implementation
• Play an integral role in changing our reputation and our name from “OK Care Hospital” to “Exceptional Care Hospital”
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Questions?
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EMR EDUCATION & TRAINING
http://www.medicalpracticetrends.com/2008/10/26/training-staff /
Communication Slides http://accustatemr.com/In%20The%20News/Articles/Essential%20People%20Skills%20for%20EHR%20Implementation%20Success.pdf
http://archive.healthit.ahrq.gov/portal/server.pt/gateway/PTARGS_0_890717_0_0_18/EHR%20Communication%20Plan.pdf