Case Study Integrative Insource Consulting FAHC Final

Integrative Insource Consulting FAHC

Case Study Integrative Insource Consulting FAHC Final

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Integrative Insource Consulting FAHC . National Consulting Firm Takes Innovative Approach to Help Fletcher Allen Succeed on Large-Scale Epic EHR Upgrade Produced in partnership with In 2013, Fletcher Allen embarked on a large-scale upgrade of its existing Epic Systems EHR called PRISM (Patient Record and Information Systems Management), which it first installed in 2009.

The hospital chose to transition from its highly customized existing system to an EHR that more resembled the Epic model system in order to more easily add enhancements and improve functionality and to provide users with a more streamlined and intuitive experience. “It was almost more of re-install than it was an upgrade,” noted Chuck Podesta, Fletcher Allen’s chief information officer (CIO).

The CIO’s main concerns were achieving a successful outcome and identifying components of the upgrade that could benefit from the expertise of an outside consultant. The Fletcher Allen team recognized early in the planning process that they would need significant help training and supporting staff on the updated version of PRISM.

The four-person in-house PRISM training team was simply too small to retrain the thousands of users on all the new features – especially given that the training would need to be done quickly and on a 24/7 schedule in order to reach the large number of overnight staff and other employees with non-traditional schedules.

A different approach: Integrative Insource ConsultingTM Facing an upgrade of this magnitude, Fletcher Allen sought to create a long-term partnership with an organization that had significant experience working on large-scale electronic health record (EHR) rollouts, as well as a proven ability to bring qualified resources to meet the needs and demands of such projects.

They also needed this partner to help grow their in-house Epic expertise and decrease their dependence on outside consultants. MBA HealthGroup worked directly with leadership at Fletcher Allen to devise a strategy that would not only ensure a successful upgrade, but also contribute to building the hospital’s internal Epic training team.

Fletcher Allen and MBA developed what they refer to as the Integrative Insource ConsultingTM model – a strategic partnership program customized to meet Fletcher Allen’s needs. This strategy involved bringing in the right
consultants from MBA and giving Fletcher Allen the opportunity to hire some of those consultants at the end of the engagement to bolster the hospital’s in-house expertise. That meant not just selecting experienced consultants with tremendous expertise, but also identifying specifi c professionals who would work well with the Fletcher Allen team as they essentially embedded themselves in the hospital for several months— and perhaps beyond.

MBA excelled in this area. “We creatively thought about how to work with a consulting fi rm so that at the end of the process the consultants could potentially become Fletcher Allen employees,” said Debra Dulac, director of PRISM for Fletcher Allen.

“That allowed us to see if they would be a good fi t before hiring, and that approach really set MBA apart and it set the stage for the ultimate success of the initiative.” Fletcher Allen’s Podesta agreed: “MBA’s consulting arm is impressive – they work with great people and have a deep bench of professionals.

They were able to do so much in terms of fi nding great people to help us and really complement our eff orts. In the end, they did a great job understanding our culture and then bringing in the best and most appropriate people to help us so the project would be a success. Having the ability to hire the MBA consultants as permanent trainers also was appealing.”

Once engaged, a team of MBA consultants worked closely with Fletcher Allen’s in-house training team, nursing educators, clinicians and operations staff to fully understand the hospital’s culture and workfl ows. That insight enabled the MBA team to examine existing processes, modify test scripts and provide curriculums for the training classes that centered on how each type of staff member – including physicians, nurses and ancillary staff – would actually use the new upgraded version of PRISM, with a particular emphasis on explaining the new features and functionality. “

Their deep knowledge of the Epic system as well as the way we wanted to use it was instrumental in delivering eff ective training,” said Podesta. Results and evaluations The end result: In just under seven weeks, MBA and Fletcher Allen trained approximately 2,900 employees on the new system – including 1,350 IP nurses, more than 700 providers and nearly 200 ambulatory super users. What’s more, the Fletcher Allen staff had overwhelmingly positive responses to the training initiatives – rating all aspects of the training at least a 4.1 out of 5 (Figures 1 and 2).

Perhaps most impressive: The physicians who received training gave the classes an overall rating of 4.6 out of 5. “That’s just staggering to me,” marveled Podesta. “Physicians are some of our toughest critics, so that rating was just off the charts.” The bottom line, said Podesta: “We’re seeing great things from a patient care standpoint. Our nurses and doctors tell me that they feel well-trained on the new system and they’re using it to be more productive and do their jobs better.” Best practices for a fl awless upgrade The Fletcher Allen team points to fi ve key best practices that MBA implemented that ultimately drove those strong results: 1. On-demand resources.

MBA worked around the clock to off er training opportunities on site, as well as via e-learning channels and other outlets to fi t the staff ’s needs, schedules and preferences. 2. A refl ective and active learning environment. The MBA trainers were adept at presenting “Th ey did a great job understanding our culture and then bringing in the best and most appropriate people to help us so the project would be a success.” – Chuck Podesta, CIO Fletcher Allen “Th ey did a great job understanding our “Th ey did a great job understanding our
Fletcher Allen is a Level 1 trauma center and Vermont’s only academic medical center. With more than 500 beds, Fletcher Allen serves approximately 1 million patients in Vermont and the northern New York area. The hospital employs 7,000, including 500 physicians, making Fletcher Allen the largest private employer in Vermont.

It also has appeared on U.S. News & World Report’s Most Connected Hospitals list of the nation’s leading hospitals in the adoption of electronic medical records. information about the upgrade in ways in that made the staff feel comfortable and open to learning new concepts that might not come easily the first time around.

This approach can be crucial in healthcare environments, where physicians and other professionals often get defensive when getting trained on new technology they may not understand imm………………..

Case Study Integrative Insource Consulting FAHC Final

Case Study Integrative Insource Consulting FAHC Final

Case Study Integrative Insource Consulting FAHC Final