5 Epic program execs share tips on optimization during times of crisis

We had the ability to gather numerous various data sources very rapidly in order to get an image of the COVID scenario. This consisted of info from four different EMRs, supply chain data, laboratory data, and equipment and bed utilization data across 27 health centers and numerous ambulatory locations. We were then able to take this data and apply predictive designs to enable positive capability planning for COVID rises.

The alternate care and field sites acquired access to our EMR using safe remote access innovation by means of virtual desktop facilities, offering ease and versatility of use. Furthermore, having a well-implemented, enterprise EMR permitted ease in onboarding and training over 8,000 new additional personnel members and supported combination of essential biomedical gadgets to enhance centralized patient tracking.

Here, five executives who lead their hospitals Epic electronic medical record programs share essential strategies on successfully enhancing operations throughout an emergency situation and discuss how they have kept success throughout the pandemic:.

Sherry Buxton, BSN, RN, chief surgical services officer and Epic program executive, Orlando (Fla.) Health: For our Epic application, the significance of continuing with our workflow was vital to remaining on track with our timeline. We remained in the start of the integrated screening stage when the pandemic begun. That was particularly tough as the entire group needed to transition to working essentially from house, consisting of the testing groups. This was carried out in a ingenious and transformational way where the staff member rotated from traditional on-site, in-person collaborative integrated testing methodologies and processes to working practically and not missing out on a beat. And as a matter of fact, the teams adoption of the virtual method and tools enhanced efficiency and testing outcomes. This pleasantly shocked everybody, including our experienced Epic and Accenture partners..

Janet Thompson, executive director of information systems application services, Prisma Health (Columbia, S.C.): Prisma Healths positioning around a typical goal and investing in the creation and upkeep of a robust emergency management action group, that includes all essential resources, is crucial to prompt responsiveness in the event of an emergency and especially a health pandemic. It is vital that all key resources are evaluated and included. In todays acute, post-acute and ambulatory environments, info technology participation is key.

Darby Dennis, Registered Nurse, vice president of medical systems and informatics, Houston Methodist: Our key strategies during the very first wave of the pandemic concentrated on client and staff security. We increased virtual services to patients and clinicians and provided mobile tools to crucial personnel. This assisted us concentrate on the best methods for enhancing care.

In addition, we broadened our Epic reporting and BI offerings by developing and quickly releasing multiple control panels to executives and clinicians to support decision-making and track our COVID patients better. This included functionality to automate infection status when COVID tests are bought; those with favorable results are instantly flagged. We did a rapid implementation of some infection control module functions including contact trace features.This supplies summaries of clients, clinicians and other staff who was available in contact with a contaminated patient or caregiver to rapidly determine those who were exposed..

Prisma Healths secrets to the success of ITS and our Epic program during the past a number of months rested with both ITS and operations. Our ITS input succeeded because of an ITS management choice to have a single point-person to take part in incident command and coordinate and track any necessary ITS responses. In our case, due to the fact that of the scope of our geography, we had that singular point of contact in each of our 2 event command. Each ITS representative likewise had medical experience, which adds another layer to our successful action..

Editors note: Responses have actually been lightly edited for clearness and length.

Katie Adams –
Monday, June 29th, 2020
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Epic new hire training classes were rapidly transformed into virtual learning occasions. In addition, fast-track float training was developed to rapidly educate floating to brand-new projects.

We expedited our launch of Epic Rover. We turned on the Secure Chat function within Epic so our clinicians and physicians might communicate better with each other.

We had the ability to improve medical documentation tools within Epic to help clinicians rapidly document assessments and care. We also updated Epic to make it simple for our clinicians to find vital information on COVID and non-COVID clients. Nurses and IT partnered to develop disaster documentation tools, which enhanced capturing key COVID details and provided a structure for everyday post-pandemic paperwork optimization. Legendary order sets were quickly customized to meet the unique COVID requirements, and new order sets that hadnt existed pre-COVID were rapidly deployed..

We were not permitted the leisure of job planning and typical ITS timelines however still preserved the quality work that we always do. A best example of that was our virtual visit executions. We had a timeline and already had pilots underway but had the ability to turn it around in days, not months, and provide the remote contact we needed to continue client care. We leveraged our Epic MyChart platform for that and lots of other methods of client interaction and outreach..

internally and externally, to maintain awareness, trust and transparency; provide continuous tracking to guarantee IT environments stay safe, safe and secure and dependable; preserve a cravings for innovation and creativity; and find out from each experience and have an active process for continual improvement.

We were in the middle of our Epic application in Illinois when COVID hit, so we postponed our prepared June go-live, which is now rescheduled for October. We utilized Epic tools greatly: for informing for clients at danger, for ease in buying tests and treatment, and for information analysis and aggregations.

Kim Mendez, EdD, RN, chief information officer, NYC Health + Hospitals: From an infotech perspective, key strategies which supported optimization of operations throughout the intense response to COVID-19 consisted of the following: real-time access to developing operational and clinical information to support critical decision-making; special IT task force groups to be ready to intake, focus on and implement rapid modifications to EMR and other applications as well as direct technology deployment to support medical needs and effectiveness; utilize streamlined and virtual processes to onboard and supply just-in-time training of momentary extra personnel; make sure facilities capacity and flexibility to support increased telecommuting, inpatient and ambulatory virtual care choices and virtual opportunities for patient-to-family communication; maintain detailed and proactive communication, both.

In addition to the execution of the virtual screening programs, we also rotated to revamping a substantial training plan that was in the last stages of advancement for training more than 30,000 group members and physicians. We quickly enhanced the usage and adjusted of this tool that has enabled us to remain in touch with operations and team up with other members of our application teams throughout Orlando Health, Epic and Accenture as required throughout these tough times.

The capability to take advantage of an enterprisewide electronic medical record was crucial to our COVID-19 action. Thanks to this unified system, we kept a real-time window into our patient-bed capacity and ability to satisfy rise need in a tactical and collaborated way. Having an enterprisewide EMR likewise allowed us to rapidly expand our acute care bed capability by over 90 percent, along with bring onboard and link momentary alternate care and field sites, eliminating the requirement for downtime and/or paper documentation alternatives..

The pandemic has actually forced all healthcare professionals to act rapidly and customize workflows, and healthcare facility EHR leaders are no exception.

The need for virtual visits with patients helped with fast adoption and secured both our clients and staff. We also broadened video capabilities with inpatient virtual rounding for physicians, which decreased direct exposure to COVID.

These leaders are able to quickly recognize everything that requires to be done and pull together all the various teams to accomplish the objective. Partnering these leaders with exceptional communication procedures allowed the organization to move rapidly and in unison. Our daily cadence of brief, regular meetings with clear responsibility resolved issues very quickly and distributed info efficiently.

We utilized Epic tools greatly: for signaling for patients at danger, for ease in buying tests and treatment, and for data analysis and aggregations. Sherry Buxton, BSN, Registered Nurse, chief surgical services officer and Epic program executive, Orlando (Fla.) Health: For our Epic application, the value of continuing with our workflow was important to remaining on track with our timeline. We were able to enhance scientific paperwork tools within Epic to help clinicians rapidly document evaluations and care. We likewise upgraded Epic to make it simple for our clinicians to discover vital information on COVID and non-COVID patients. Furthermore, we expanded our Epic reporting and BI offerings by creating and rapidly releasing several dashboards to clinicians and executives to support decision-making and track our COVID clients more successfully.

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