Independent Community-Based Hospital Case Study

Overview

116 bed independent, not-for-profit, community-based healthcare system looking achieve Stage 1 Meaningful Use incentive and roll-out an Ambulatory Electronic Medical Record (Ambulatory EMR) to its owned and affiliated physicians. In addition to evaluating an Ambulatory EMR, the healthcare system needed to evaluate its Information Technology (IT) function to determine if it could implement, roll-out and support the Ambulatory EMR strategy.

Huntzinger Management Group’s Initial Assessment

Facing several IT Needs:

  • Upgrade MEDITECH inpatient and billing system to be compliant with Meaningful Use guidelines
  • Discontinue current Ambulatory EMR approach and conduct a defined procurement process that incorporated the needs of the physician community
  • IT strategic direction was focused on their vendor solution and was not aligned with the new corporate direction
  • IT was not properly staffed or organized to support an Ambulatory EMR or achieve Stage 1 Meaningful Use
  • Projects were not completed on time and did not follow any consistent methodology

HMG’s Conclusion

IT and Operational Assessment

The Huntzinger Management Group (HMG) conducted an detailed IT Assessment that consisted of the following scope:

  • Reviewed relevant IT data – organizational structure, operating and capital costs, application mix, help desk stats, active projects, technical architecture, key vendor contracts, current Ambulatory EMR process and direction
  • Interviewed key hospital executives and IT personnel
  • Provided a series of Findings and Recommendations

HMG’s Executable Solutions

Formal Ambulatory EMR Procurement Process

HMG provided a formal RFP process that included the following key elements:

  • Established a formal Selection Team consisting of representatives from key areas – IT, physician community, nursing, key departments (ED, Lab, etc.) and physician office management
  • Compiled detailed requirements and provided an RFP framework
  • Determined 4 vendors to receive the RFP
  • Facilitated the down-select to 2 vendors for detailed demos and site visits
  • Facilitated the Vendor of Choice determination and negotiated final contract

Information Technology Restructure

HMG provided detailed recommendations on how to restructure the IT function to support the future direction of the hospital. Key recommendations included:

  • Developed a 3-year IT Strategic Plan
  • Review of current IT Help Desk capabilities and expanding its capabilities
  • Implemented a formal Project Management Methodology and trained hospital project managers
  • Incorporated a formal IT Governance process with key hospital executives and departments participating in monthly meetings to provide direction to IT
  • Developed detailed IT Operating and Capital budgets based upon the IT Strategic Plan
  • Provided interim IT Management to oversee execution of the IT Strategic Plan and re-organization

Meaningful Use Assessment and Strategy

HMG conducted an assessment of the impact the ARRA Stimulus funds that could be available to the hospital and what key projects/systems needed to be conducted to receive the maximum potential. Key elements of the assessment included:

  • Determined ARRA Stimulus funds available to the hospital
  • Developed a list of key initiatives that needed to be implemented based upon the Meaningful Use Guidelines
  • Worked with hospital software vendors to upgrade to certified versions of their software
  • Developed capital and operating budgets to support approved initiatives

Ambulatory EMR Project Management

HMG provided a knowledgeable Project Manager to oversee the following:

  • Management of the approved Implementation and Roll-out plans
  • Work with the physician community and hospital departments to communicate key project milestones and roll-out schedule
  • Assist in presenting and signing up affiliated physician practices to install the Ambulatory EMR
  • Manage the IT staff assigned to the project for interfaces, key tasks and support
  • Work with software vendors to ensure they are meeting their obligations as part of the implementation
  • Developed detailed implementation plan and initial 12 month roll-out schedule