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Steps for Success in EHR Planning

Bill French, VP eHealth Strategies

Wisconsin Office of Rural Health HIT ImplementationWorkshop

Stevens Point, WI

August 24, 2007

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10 Steps to Success

1. Define goals that fit into corporate vision

2. Gain the commitment of physician

champions

3. Set appropriate expectations

4. Commit to cultural and process changes

5. Create a communication plan

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10 Steps to Success

6. Obtain senior level commitment

7. Dont underestimate the impact on the

organization8. Create the necessary structure

9. Create measurement structure to evaluate

success10. Create a realistic timeline and project plan

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Define Goals

Define goals that fit into corporate vision

Set clear, measurable goals

Define a plan of action for achieving thegoals

Determine how you will measure the

success of the goals

All staff need to have one shared vision

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Some Goals

Provide concurrent access to the medicalrecord multiple providers

Improve quality of care

Enhance patient safety

Support health maintenance, preventive

care, wellness

From Organizing your Efforts webcast

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Some Goals (cont)

Increased productivity

Reduce hassle factors/improve satisfaction

for clinicians, consumers, and caregivers

Support revenue enhancement

Support predictive modeling, and contribute

to development of evidence-based

healthcare guidance

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Physician Champions

Gain the commitment of physician champions

Number one indicator for EHR success

Involve the physician champion throughout the

planning process

Help the champion to identify and work with

staff resistance

Make sure the champion understands what is

being required of them

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Physician Champion

Involved throughout the EHR planning and

implementation process

Serving as a mentorWorking to identify and manage resistance by

other clinicians

Showing other clinicians the value that can beattained from an EHR

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Expectations

Set appropriate expectations

Complete a readiness assessment

Share goals with staff

Gather staffs current expectations and

utilize throughout the selection process

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Cultural and Process Changes

Commit to cultural and process changes

An EHR is just a toolthe process changesprovide the outcomes

Identify hospital cultural concerns andaddress in staff meetings

Begin process mapping current processes

and identifying stuck pointsIdentify how processes may change with anEHR

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Communication

Create a communication plan

Lack of communication is often a reason for failed

implementationsCreate a communication plan for the entire

process

Include patients

Ask staff what they would like to know about theprocess, and how would they like to hear it

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Senior Level Commitment

Obtain senior level commitment

Identify and support a project manager

Eliminate administrative barriers to EHR

adoption

Identify and budget for adequate IT support

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Impact on the Organization

Dont underestimate the impact on the

organization

Staffs current computer skill sets

Inventory current forms and reports

necessary for moving forward

Time and resources necessary for the

change

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MetaStar Resources

EHR Budget Worksheet

Process/Benefits map

Cost/Benefit Analysis

Computer Knowledge Evaluation Tool

Forms and Reports Inventory

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Structure

Create the necessary structureThe chief information officer CANNOT dothis alone!

Identify current staff that are interested inthe topic or would be super users

Create a multi-disciplinary team to plan,select and implement the EHR

Create a meeting schedule on a consistentbasis

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Steering Committee CompositionMembership Purpose

Medical director of IS, medical informaticist Coordinates physician EHR processes

Representative of affiliated medical staff Liaison to physician community

Representative employed physician Will be among primary physician users

Representative member of house staff Will be among primary physician users

Other patient care providers (i.e. PA, NP, Nurse) Coordinates nursing EHR processes

Patient Care staff Provides big picture perspective of care processes

Health information management professional Provides documentation and legal support

Chief information officer Primary support for IT functions

Ancillary department representatives Coordinates operational with clinical computing

Others as needed:

-Consultants and legal counsel

-Chief financial officer

-Quality, compliance, risk managers

-Human resources/labor relations

-IT staff

- Unbiased facilitation; contractual advice

- Financing options and return on investment

- Patient safety and quality of care coordination

- Impact on staff; training

- Specifics regarding technical infrastructure

Chief operation officer Executive sponsor

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Measurement and Success

Create measurement structure to evaluate

success

Create a mechanism for consistentmeasurement

Celebrate successes along the way

Identify quick wins

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Timeline and Workplan

Create a realistic timeline and project plan

Identify when each phase will be completed

Identify which tasks will be completed

Set goal start and end dates to each task

Assign person responsible

Have check-in opportunities

Be realistic

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Time for Questions

Questions

Comments

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Contact Information

Bill French

VP eHealth StratgiesMetaStar

bfrench@metastar.com

(608) 441-8246

This material was prepared by MetaStar, the Medicare Quality Improvement Organization for Wisconsin,under contract with the Centers for Medicare & Medicaid Services (CMS), an agency of the U.S.

Department of Health and Human Services. The contents presented do not necessarily reflect CMSpolicy. 8SOW-WI-INP-07-113