Project Assumptions HMG will use a single patient medical record in the EMR across the enterprise.
HMG is responsible for overseeing ongoing proper clinical usage of the EMR and related components. To be developed during implementation; o Global policies and Procedures o Site specific policies and procedures Sites/Providers will not have the ability to decline EMR implementation. Key decisions will be designated to be answered at the central (HMG) level vs. site level (Practice). Assigned tasks will be provided to team members in a timely manner with sufficient lead time. Individual site implementation teams/personnel will complete tasks related to implementation within the timeline specified by the EMR Project Team. Providers will have remote access via Citrix gateways from any location with Internet access. No interfaces will need to be developed for the Enterprise set-up or the initial site outside of those interfaces designated as Core EMR Interfaces as approved by the Executive Steering Committee and documented in section 2 of the EMR Project Charter. No site will go live unless those interfaces designated as Core EMR Interfaces are functioning as expected. Schedules/demographics from GE Group Management are transferred in the timeframe and manner expected. Training is mandatory. o Users will be given adequate time for training needs. o Each site will designate individual (s) to be trained and Certified as superuser(s) for onsite basic application support/training questions. o Will be provided at appropriate times and location to accommodate patient care Quality, fewer lost charts, improved access, and qualifying for the Meaningful Use funding are driving goals for the HMG EMR implementation. The HMG EMR Project Team will build and maintain all components of the EMR where modifications could affect more than one user. Each site/specialty will preload problems, medications and allergies into the EMR at the time expected to support implementation requirements. With appropriate workflow redesign, providers can return to greater than or equal to 95% of pre-EMR productivity within three months without adding more staff.
Project Risks Low Risk Assessment If vendor support is not timely or does not meet expectations the implementation process could be compromised. o Set expectations early. o Create an environment of communication. o Use project management processes Support by BayCare must be timely to meet expectations of the implementation process. Medium Risk Assessment New interfaces will need to be developed. o Schedule 6 months to create a new interface. o Additional resource - External vendor/developer may be necessary. o Identify needs as early as possible. o Communicate interface needs and risks. o MPP, Cerner, and GE Group Management interoperability and interfaces are unknown at this point. Duplicate accounts in the GE Group Management system could create duplicate records in the EMR. o Assign personnel to run reports/monitor duplicate accounts in GE Group Management. o Run duplicate account reports. o Use one unique internal ID per patient (one patient to one account). A flexible training schedule will need to be considered as we progress, affording us the ability to accommodate the specific needs of the site groups. o Monitor dedicated training times. o Identify new training rooms/avenues if space/time is too limited for implementation needs. Adequate support for and by the EMR project team must be a priority for a successful and timely enterprisewide implementation. High Risk Assessments Positive Proactive communication needs to go out from leadership to ensure proper adoption of our EMR. o Strong central voice that implementation will occur. o All providers will be expected to use EMR. o Develop marketing strategies. o Develop a centralized communication platform for users. o Allow flexible/creative training opportunities. There will be clinical areas that will need customized clinical content that will not be available from the EMR vendor. This content will need to be developed internally. As sites are implemented, it is recommended to have a reduction of patient visits until providers are comfortable with the application. o Maximize training opportunities prior to site go live. o Have individual superusers on-site to assist with clinical application questions. o Decrease schedules as necessary to facilitate implementation activities. Individuals with access to the EMR have instant access to all records in the database. o Develop/Approve Confidentiality Guidelines & processes. o Regular reporting and investigation by site managers of chart access by providers/staff.