ehr implementation by clinch river health services, inc. clinch river health services, inc. a...
Post on 28-Dec-2015
213 Views
Preview:
TRANSCRIPT
EHR Implementation by Clinch River Health
Services, Inc. Clinch River Health Services, Inc.
A Community Health Center in Dungannon, Virginia; population 400, with 3500 active users serviced by three Providers.
Gary E. Michael, MD Family Medicine Physician Medical Director for 17 years National Health Service Corp Alumni
EHR Implementation Plan Phase 1 – Strategic Planning Phase 2 – Partnerships Phase 3 – Staff Evaluation & Education Phase 4 – Define Measurable Outcomes Phase 5 – Review Vendors,Select &
Purchase Phase 6 – EHR Implementation Phase 7 – Revisit Outcome Measures
Phase 1 – Strategic Planning
Board of Directors Accurate and timely data is essential to quality,
data-driven health care. Performance Improvement – 5 year plan
EHR implementation as an organization wide effort to enhance efficiency, increase productivity, but mostly as an innovation to introduce quality tools for better health service delivery with accurate, real-time data collection and reporting.
Financial Review Loss of Revenue due to initial loss of productivity Funding, Grants
Phase 2 - Partnerships EHealth Committee
Developed by the Community Care Network of Virginia focused on the planning for Virginia CHCs to acquire EHR
CareSpark A RHIO located in northeastern
Tennessee – southwestern Virginia A Champion
Phase 3 – Staff Evaluation & Education
Vendor Presentations Staff to evaluate the systems for
Flexibility Presentation Layer Attributes to complete the work we do
Melt away staff fears Examples of how EHR enhances work
performance or the work day. Hunting down paper charts Completing Tracking Logs
Phase 3 – Staff Evaluation & Education
DOQ-IT Evaluate staff skills, organization
readiness Process Analysis
Document: office management, patient/visit specific tasks
Working well, poorly, not at all Barriers to Improvement: workflow, data
entry, integration/interfacing, personnel PDCA cycles, CQI techniques
Phase 3 – Staff Evaluation & Education
Patient Flow Analysis Visit Re-engineering
Process Conversion Paper process converted to EHR process
an ongoing effort as staff learns more, processes can be converted
Aligning Personnel, skills, needs Staff for scanning
Phase 4 – Define Measurable Outcomes
Categories: Cost, Efficiency, Productivity, Satisfaction
Interview all staff for job functions, concerns, work flow, goals of EHR Promotes Staff Buy-in Provides valuable information of
present status of the system/organization
Phase 5 – Review Vendors, Select & Purchase
EHealth Committee Work 25 page EMR Functional Requirements Standards Vendor Presentation with selected
Scenario On-site Visits
Grants – Rural Development IT support TechSoup – for non-profits
Phase 6 –EHR Implementation
Designate a Superuser Works closely with the Vendor before “go-
live” date Or have an on-site IT person and train the
person in daily activities Schedule Preparation
Increase load of RMC before “go-live” date NO patients during training Clinical Template Building 25% scheduling & increase every 2 weeks
Phase 6 –EHR Implementation
Policy Development Chart Messaging Chart Population
Pre-loading Post-loading First visit responsibilities Second visit responsibilities
Desk Top Responsibilities
Phase 6 –EHR Implementation
Policy Development (continued) Front Desk Intake Medical Records Request Orders Management Password Protected Routine Charting System Down System Upkeep
Phase 6 –EHR Implementation
Staff exposure to the EHR prior to “go-live”
Weekly team meetings Share Lessons Learned Skills development Convert OLD processes to EHR
processes
Phase 7 – Revisit Outcome Measures
Outcome Measures being collected and analyzed now after 1 year of “go-live”
General Comments after looking back: Completed the PI project 2 years early EHR captures more information and
documents more work than ever before Lessons Learned Checklist developed and
given to other centers to improve their implementation process
Were We Successful? Productivity
2007 Total Encounters > 2006 Encounters 2007 Diabetes Metrics = 2006 Results
Subpopulation data vs Total Population data
Efficiency Number of daily recorded telephone
messages increased by 25% Rx refill turnaround time reduced by 50% X-ray report turnaround >90% within
48Hours
top related