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Longmont United Hospital Evaluates Future IT Direction
Longmont United Hospital (LUH) provides a broad range of inpatient acute care, ancillary, and outpatient services. LUH owns a medical office building adjacent to the hospital and operates outpatient clinics in neighboring communities. Patients are served by over 280 physicians and 1,300 staff members.
Longmont United Hospital
John Peterson, VP, Information Services
“Our ultimate goal of this engagement was to obtain an independent, objective perspective of McKesson’s proposal relative to other viable options and develop a practical future course of action that was understood, supported, and owned by key stakeholders, and that’s what Aspen delivered.”
THE CHALLENGE
Longmont’s predominant IS applications vendor was McKesson. The organization had also invested in several niche clinical applications from other vendors. McKesson approached Longmont to offer “Premier Site” status due to the suite of McKesson applications already installed and Longmont’s close proximity to McKesson’s clinical development organization. By approving the McKesson proposal, LUH would implement the Horizon advanced clinical applications suite over a three year period and be committing to a long-term relationship with McKesson as its core hospital information systems vendor. Longmont’s senior management team sought the services of a qualified and objective consulting firm to assess and validate (or invalidate) its IT direction and proposed relationship with McKesson prior to proceeding.
THE SOLUTION
Because of Aspen Advisors’ experience in IT strategy and knowledge of McKesson’s product line, Aspen was engaged to assess options related to McKesson’s proposal and facilitate a decision related to Longmont’s IS future direction. Aspen worked with Longmont’s executive team to understand the impetus for moving forward with advanced clinical applications, confirm application requirements (McKesson portfolio and proposal), and assess the impact on the future IT environment (people, process, technology and funding requirements). Aspen also defined the alternatives, evaluation criteria, and total cost of ownership models; facilitated a decision among senior leadership staff on the preferred direction; and developed an action plan for moving forward. Specific areas that were addressed included:
- Required functionality to support LUH operational and strategic goals;
- Completeness of the McKesson proposal and required cost and IS staffing requirements;
- McKesson’s ability to support Longmont’s present and future needs;
- Alternatives that should be considered and the financial and organizational change implications;
- How LUH’s IT strategy compared to similar organizations (IT strategy, applications portfolio coverage, staffing, budget, etc.); and
- Recommended best course of action and risk management approach.
THE RESULTS
As a result of the engagement, Longmont’s management team had a clear path and action plan for the future. With a common understanding of the future core vendor options available, the associated risks, and the organizational requirements to successfully implement and support the plan, Longmont decided to move forward with McKesson’s proposal. Now, the organization is half-way through the implementation effort and has successfully gone live with clinical documentation. Medication administration will go live in March 2011, nursing care plans will go live in October 2011, and physician order entry will go live in June 2012. They’ve also been leveraging McKesson’s Care Alerts for clinical decision support and Enterprise Visibility for patient flow and capacity management.
