Optimizing EHR Governance to Improve the User Experience · to Improve the User Experience Session...
Transcript of Optimizing EHR Governance to Improve the User Experience · to Improve the User Experience Session...
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Optimizing EHR Governance to Improve the User ExperienceSession #66, March 6, 2018
Paula Scariati, DO, MPH, MS
Medical Director Health Informatics, Dignity Health
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Paula Scariati, DO, MPH, MS,
has no real or apparent conflicts of interest to report.
Conflict of Interest
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Agenda
• The Problem
• Quantitative Outcomes
• Transformation Process
• Qualitative Outcomes
• Lessons Learned
• Next Steps
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Learning Objectives
• Recognize the importance of the User's Experience (UXP) in driving the optimization of EHR Governance
• List three tools that can be leveraged to re-engineer your EHR Governance process
• Explain why EHR Governance is a dynamic, iterative and ongoing process
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Why Am I Here?
What Do I Stand For?
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Why Am I Here?
What Do I Stand For?
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Dignity Health • 5th largest nonprofit health
system in the U.S.
• 22-state network of 9,000
physicians
• More than 400 care centers
• 62,000 employees
• Provides more than $2.2
billion in community benefit
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Team UXP
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The Problem
• Provider dissatisfaction
• On average, only 60 change requests were being released into the live
environment quarterly
• Not unusual for a change request to take more than a year from the
time it was submitted to the time it was finally seen by the end user
within Cerner
• Lack of tools for tracking the lifecycle of a change request
• Provider apathy regarding Cerner optimization
• Pervasive sentiment that EHR Governance was a black hole
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Why Am I Here?
What Do I Stand For?
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Why Am I Here?
What Do I Stand For?Does the Team
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Core Values
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Lead With the Data
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Number of Tickets Approved to Released, by Quarter*
*All tickets,
9/17/13 – 12/31/16
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Mean Number of Days Approved to Closed, by Quarter*
*All tickets,
9/17/13 – 12/31/16
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4-Prong Approach
1. Reengineered Change Request Intake
2. Established a Gatekeeper Function
3. Standardized Ticket Lifecycle Process
4. Enhanced Transparency & Accountability
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4-Prong Approach
2. Established a Gatekeeper Function
3. Standardized Ticket Lifecycle Process
4. Enhanced Transparency & Accountability
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Reengineered Change Request Intake
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4-Prong Approach
1. Reengineered Change Request Intake
3. Standardized Ticket Lifecycle Process
4. Enhanced Transparency & Accountability
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Routing = Gatekeeper Function
• Physician
• Nursing
• Pharmacy
• Ancillary
• Technical
• Optimization
• Build
• Quality
• HIM
• Compliance
=
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Routing: Complete & Technically Feasible
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Routing: Into the Weeds
• Meets every week for up to 2 hours (occasionally meeting runs a little longer)
• 25-40 change requests routed every week
• Regions (8) are limited to 4 ticket submissions per week
• Additional tickets come from Enterprise initiatives and projects
• Ticket assigned to one or more decision body/bodies based upon impact
• Tickets touching 3 or more physician specialty groups roll up to larger inpatient
and ambulatory decision bodies
• Tickets without a specialty decision body (e.g. radiology) roll up to larger
inpatient and ambulatory decision bodies
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4-Prong Approach
1. Reengineered Change Request Intake
2. Established a Gatekeeper Function
4. Enhanced Transparency & Accountability
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Ticket Lifecycle Process Standardization
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Physician Decision Bodies
• Enterprise Content Group (ECG)
• PCA Content Group (PCG)
• Hospitalist Medicine CCG
• Cardiology CCG
• Oncology CCG
• Orthopedics CCG
• Nephrology CCG
• Pediatrics CCG
• Pathology CCG
• Emergency Medicine CCG
• Perinatal CCG
• Neonatal/NICU CCG
• Critical Care CCG
Note: CCG = Clinical Consensus Group
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Working as Designed — Intended Consequences
• Round robin build queues
• Weekly release cycle of changes into production
• Tickets impacting physician workflow released only once
per month to minimize change fatigue
• Standardized communication processes
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4-Prong Approach
1. Reengineered Change Request Intake
2. Standardized Ticket Lifecycle Process
3. Established a Gatekeeper Function
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Transparency & Accountability
• Key Performance Indicator
(KPI) Dashboard
• Black Hole Dashboard
• uTrace App
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Outcomes
• 4-fold increase in throughput
• Turnaround time reduced by more than 50%
• Re-engagement of users and key stakeholders
• Increased credibility and trust
• Ownership of optimization
• Cross-disciplinary collaboration and teamwork
• More mature (and complex!) requests that drive value
• Improved adoption and user experience (A3, EKG)
• Better standardization of processes and system
• Better IT support — potentially fewer incidents and easier to maintain due to standardization
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Lessons Learned
• It’s a team sport
• Core values anchor expectations
• Providers engage when they see their input makes a difference
• Quantifiable return on investment
• No software survives contact with the end user
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Design
Safety
User Experience
Quality
Next Steps
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Where to Begin
• Don’t be afraid!
• Land & expand
• It’s not a destination, it’s a journey
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Questions Paula Scariati, DO, MPH, MS
Medical Director Health Informatics
Dignity Health
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