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St. Anthony’s Medical Center Addresses Critical Role to Accelerate EMR Project
St. Anthony’s Medical Center is the third largest medical center in St. Louis comprised of St. Anthony’s Medical Center (767 beds), four urgent care centers, and 880 affiliated physicians including 70 employed in 20 practices. It serves more than 800,000 residents in St. Louis County, southern communities, and several counties in southwest Illinois; is staffed by more than 4,000 employees; and is served by more than 800 physicians and other medical professionals in private practice.
St. Anthony’s Medical Center
Gordon Lashmett, CIO
“Aspen Advisors staffed an EMR Program Director with deep vendor expertise, project management discipline, and political adeptness to help us organize and drive the implementation of our iCare program. As a result, Phase 1 went live on time and under budget in January 2010, and Phase 2 is on track to go live in the third quarter of 2011.”
THE CHALLENGE
St. Anthony’s had recently selected Epic as the vendor of choice for their inpatient Electronic Medical Record (EMR) system. Additionally, St. Anthony’s Director of Clinical Informatics had been integral to the vendor selection and implementation planning process, yet was transitioning to a new role as Vice President of Quality. St. Anthony’s found the need for an interim Project Director to organize and lead the project, represent the role in leadership and executive meetings as appropriate, and provide support as the Director of Clinical Informatics transitioned to his new role.
THE SOLUTION
Because of Aspen Advisors’ structured program management method and experience guiding diverse, cross-functional teams through a comprehensive set of implementation and clinician adoption activities, Aspen was engaged to provide interim project leadership for the iCare EMR implementation initiative. Specific responsibilities included:
- Overseeing the 14 identified implementation teams which had been developed to mobilize the organization and transition St. Anthony’s to a culture of change readiness;
- Providing necessary budgetary materials in accordance with the organization’s finance department (e.g., formulating depreciation models, working with finance to develop project accounts, etc.);
- Leading PMO development activities to incorporate the approved tools and processes into the implementation planning deliverables;
- Working with the CIO and leadership team to implement and sustain the request and prioritization process;
- Working with St. Anthony’s staff to implement the communications recommendations and maintain the project’s intranet site;
- Further developing and deploying requisite implementation start-up deliverables including the charter, the risk analysis / mitigation strategies, decision rights matrices, and training plans;
- Developing the certification training plan with Epic to ensure the right level of St. Anthony’s employees are certified in compliance with Epic’s “Good Install / Good Maintenance” programs;
- Developing the project team orientation program including the Base Camp Boot Camp curriculum, tools, and logistics and preparing the instructors;
- Providing support to the VP of Quality and CIO as sponsors of the project including implementing reporting / dashboard mechanisms based on PMO deliverables and working with sponsors to implement and monitor the benefits management program;
- Managing and overseeing project team personnel;
- Implementing project dashboards, status reporting, and communication materials as well as working with Epic to develop a singular reporting tool and manage to that tool;
- Developing the process redesign methodology, tools, and processes;
- Preparing for and participating in the recruitment of IS and informatics personnel;
- Providing day-to-day support for five process redesign teams (access to care, provide care, manage the health of population, radiology, and pharmacy processes); and
- Developing and implementing ongoing benefits management program, tools, and processes around obtaining baseline measurements and identifying checkpoints and ongoing measurement periods, analysis of results, formulating reporting tools, and action plans.
THE RESULTS
As a result of the engagement, St. Anthony’s effectively recruited and staffed the iCare project and successfully went live with Phase 1 on time and under budget in January 2010. Additionally, the organization has improved its medication management process and achieved greater than 95 percent overall compliance with its bar coding process. Phase 2 is on track to go live in the third quarter of 2011. St. Anthony’s has achieved high levels of participation, momentum, and ownership of the iCare implementation across broad constituencies.
