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Partnership for Epic Preparedness (PEP)

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. History.

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Partnership for Epic Preparedness (PEP)

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  1. Partnership for Epic Preparedness (PEP)

  2. 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

  3. History Issue: 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

  4. PEP Program Result: • 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

  5. Proposed Roles and Activities Roles • Clinical Readiness Lead –Andrea Coyle, RN • Clinical Readiness Owners Activities • Readiness Owner Kickoff* • Regular Clinical Readiness Owner meetings • Clinical Readiness Day

  6. 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

  7. Clinical Readiness Milestones 3 4 0-2

  8. 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

  9. 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

  10. 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

  11. Implementation Oversight Committees Project Workgroups “In the Weeds” work Pre-existing Committees/ Workgroups

  12. eCareNet EDOC Epic Inpatient Governance Structure R. Freeman Inpatient Clinicals K. Burke Steering Committee EHR Development and Operations Council ClinDoc/Orders IOC Radiant IOC Lab IOC Stork IOC Beacon IOC Willow IOC Pre-existing Committees/ Workgroups Project Workgroups “In the Weeds” work

  13. eCareNet Committee Executive VP Group EHR Development & Operations Council Executive Sponsor Dr. Bob Warren Epic Program Administrator Melissa Forinash Communications, Megan Fink PMO, Dan Furlong Periop Steering & ED IT Steering Committee Ambulatory Steering Committee Inpatient Steering Committee Revenue Cycle Steering Committee Analytics Development & Operations Council C. Carr S. Russell S. Harvey K.Weaver C. Liddy Gail Scarboro-Hrtiz R. Freeman J. Kratz K. Davis S. Miller Revenue Cycle J.Dell M.Balassone Inpatient Clinicals K. Burke Ambulatory EMR T.Walsh Training & Support N. Whichard Enterprise Reporting & Analytics M. Daniels Infrastructure & Technical Support K.Nendorf Emergency, OR, & Anesthesia B.Seyfried Enterprise Legend Advisory & Steering Groups Admins & Clinical Leads OCIO/IT Leads

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