partnership for epic preparedness (pep). why epic? patient safety meaningful use funding through...
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Partnership for Epic Preparedness (PEP)
Why Epic?
• Patient Safety• Meaningful Use funding through better
reporting • Improved Documentation• Integrated Communication• Continuity of Care• Evidence-based practice• Efficient operations• Health Information exchange
HistoryIssue: Struggled to effectively engage operational leadership during the install. The result post go-live:
• System worked, but operations was not prepared to use it• System set-up was not as expected• Management was not prepared for what to expect at go-live
Solution: Created clinical readiness program
PEP ProgramResult: ▫ Formalizes communication with operational management▫ Establishes owners for monitoring key metrics▫ Ensures strong operational involvement during
implementation
How:▫ Accountable individual owners▫ Education as appropriate▫ Participate in key events throughout the install▫ Appropriate expectations set for Go Live and after
Proposed Roles and Activities
Roles• Clinical Readiness Lead –Andrea Coyle, RN• Clinical Readiness OwnersActivities• Readiness Owner Kickoff*• Regular Clinical Readiness Owner meetings• Clinical Readiness Day
PEP Owner
• Monitors needs and successes of department• Attend regular meetings• Participate in applicable project milestones• Understand high risk workflows and key
metrics pertinent to area of accountability• Ensure staff attend training• Manage expectations• Monitor adoption and usage
Introduction to Clinical Readiness
Readiness Owner Kick-
Off
Clinical Readiness
Day
0-2 3 4
Clinical Readiness Milestones
Between Now and Go-Live• The organization as a whole will be
increasingly anxious, excited, confused, and hopefully, ready!– Be a steadying presence– Always remain calm– Understand the install plans and the controversial
issues– Be careful to not overpromise – going live with
new software is challenging
Between Now and Go-Live
• Some individuals will oppose the project and express severe doubts.
• Confront resistance early and strongly, yet be a positive presence during this time of change• Be an advocate, know why we are doing this
project• Follow up on issues that cannot be resolved on the
spot
Between Now and Go-Live
• The Project Team will be busy• Acknowledge their efforts• Help them prioritize issues if they come to you
with questions
Implementation Oversight Committees
Project Workgroups“In the Weeds” work
Pre-existing Committees/ Workgroups
Epic Inpatient Governance Structure
EHR Development and Operations Council
R. Freeman
InpatientClinicals
K. Burke
Steering Committee
Stork IOC
Beacon IOC
Willow IOC
Radiant IOC
LabIOC
eCareNetEDOC
Project Workgroups“In the Weeds” work
ClinDoc/Orders
IOC
Pre-existing Committees/ Workgroups
13
Executive VP Group
Executive SponsorDr. Bob Warren
Revenue CycleJ.Dell
M.Balassone
eCareNetCommittee
InpatientSteering
Committee
Revenue Cycle
Steering Committee
Enterprise
Epic Program AdministratorMelissa Forinash
InpatientClinicals
K. Burke
Training & Support
N. Whichard
Enterprise Reporting &
AnalyticsM. Daniels
Emergency, OR, &
AnesthesiaB.Seyfried
Infrastructure & Technical Support
K.Nendorf
Gail Scarboro-
HrtizR. Freeman J. Kratz C. Liddy
OCIO/IT Leads
Admins & Clinical Leads
Legend
EHR Development & Operations Council
PMO, Dan Furlong Communications, Megan Fink
AmbulatoryEMR
T.Walsh
K. Davis S. Miller
C. CarrS. RussellS. HarveyK.Weaver
Analytics Development & Operations
Council
Periop Steering & ED
IT Steering Committee
Advisory & Steering Groups
Ambulatory Steering
Committee