Oregon-based St. Charles Well being System will go dwell with a $79.5 million Epic EHR implementation on April 7, after two years of planning and improvement. As EHR initiatives are a number of the most difficult tech launches and Epic is thought to be an advanced system, the strategy planning stage was essential to the challenge.
Earlier than signing with Epic in 2016, St. Charles was operating on two platforms: one for inpatient and the opposite for ambulatory providers. EHR Mission Director Chad Cagnolatti mentioned that because of the group’s technique to have a extra totally interoperable system, “Epic was a pure selection in that goal.”
The well being system leaned on the Epic neighborhood within the area, because it’s “very collaborative,” mentioned Cagnolatti. From the start, the implementation workforce met with well being leaders within the space with Epic experiences to tug cooperative classes discovered from Epic implementations.
“We took these classes discovered and particular considerations to make use of in our group,” mentioned Cagnolatti.
To start out, the well being system spoke extensively with caregivers and suppliers who requested for a extra sturdy, deeper platform that “may present extra environment friendly, simpler, real-time information,” mentioned Cagnolatti.
In actual fact, a lot of the planning course of got here from these conversations with caregivers, defined Cagnolatti. They wished an answer that served all avenues of care and supported interoperability, and officers shared the identical purpose.[Also: Here’s why 9 systems made planning for EHR go-lives a priority]
As soon as the mission was established, step one for St. Charles was to construct its implementation workforce.
“We screened and vetted over 850 candidates and employed an implementation workforce of 85 caregivers to design, construct and check the Epic system,” mentioned Cagnolatti. “We had the workforce in place by August 2016: a month sooner than deliberate.”
As soon as the workforce was in place, work started on greatest apply system workflows, which had been shared with caregivers and stakeholders throughout the group. Cagnolatti defined the thought was to make these selections on the most effective match for customers, which had been then adopted “wherever and at any time when” it was wanted.
In whole, there have been “six months of testing and 4 months value of coaching and operational readiness, and now we’re simply days away,” mentioned Cagnolatti.
Given the complexity of the Epic platform, person coaching is essential to the success of the implementation. And Cagnolatti mentioned that St. Charles approached coaching in a complete means, because the group actually noticed the “significance of thorough and related coaching for all care suppliers.”
In actual fact, Cagnolatti mentioned the well being system established a coverage that everybody who would use the EHR of their workday could be required to finish all coaching. In consequence, the workforce gave that employees entry to the EHR, and “everybody was anticipated to finish role-based coaching.”[Also: Epic go-live at UMass Memorial a masterclass in getting staff behind an EHR switch, CIO says]
St. Charles employed the technique and fashions from Epic, and all suppliers had been skilled by friends, permitting coaching to be extra related to the person. And Cagnolatti mentioned that not solely did customers say they felt coaching was extra helpful, they had been additionally in a position to cut back the period of time in coaching courses.
And coaching was offered to customers at a variety of obtainable hours to suit staffing schedules.
One of many greatest challenges was ensuring there was an ordinary technique for work processes throughout the group, Cagnolatti defined. “It’s a problem, however an enormous alternative to enhance.”
However readiness and planning have been key to planning for Saturday’s roll-out, which Cagnolatti mentioned they’re ready to deal with.
“An endeavor like this can be a transformative paradigm shift for a corporation,” mentioned Cagnolatti. “It actually adjustments how the group does enterprise and adjustments their underlying cloth and philosophy.”
So the workforce has been ensuring everybody is prepared throughout all service strains. By checking for readiness, Cagnolatti mentioned they will decide what they’re able to tackle.
“I can’t overemphasize taking the time to plan for employees and make means room for the effort and time that it takes collectively throughout all the org to achieve success,” mentioned Cagnolatti.
However that further time, Cagnolatti hopes will enable the group to leverage the ability of information by means of the interoperable, single EHR system to enhance care supply fashions and assist the group handle the inhabitants extra successfully.
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