epictogether columbia town hall documents...2017 q3 q4 2020 q1 2018 q2 q3 q4 2019 q2 q3 q4 q1 2020...

EpicTogetherColumbia Town HallTimothy Crimmins, MD – ColumbiaDoctors CMIO Rosalie Long – ColumbiaDoctors COOGinu John – Director, EpicTogether TrainingJonathan Mason – Program Manager, EpicTogetherEpicTogether Executive SponsorsNovember 7, 2018

Agenda

• EpicTogether Project Update

• Operational Readiness/Change Management

• EpicTogether Training

• Next Steps

2Agenda

Guiding Principles

• We will put our patients first.

• We are all accountable for our success.

• We will work together to standardize workflow and content.

• We will adopt the Foundation System.

• Integration is our top priority.

3Guiding Principles

EpicTogether Project Update

4EpicTogether Project Update

2017 2020Q3 Q4 Q12018 Q2 Q3 Q4 Q1

2019 Q2 Q3 Q4 Q12020 Q2

ContractSignedAug24

ColumbiaEpicTogetherGo-LiveJan31

EpicTogetherProjectKick-OffJan1

EpicTogetherTeamKick-OffApr2

Dec4 Jun1Phase0- Groundwork

Jun4 Jul27Phase1- DirectionSetting

Jul29 Mar29Phase2- Adoption

Apr1 Oct11Phase3- Testing

Oct13 Jan31Phase4- Training

Jan31 Jun30Phase5- Go-LiveandPostGo-Live


Project Update – Phase 0 – Groundwork• Created “EpicTogether” build team of 200+ individuals from Columbia, NYP and WCM.• Activated work groups with equal, tripartite representation, to advise on design and build:

Subject Matter Expert Program (SMEs): 405 groups, 2,137 membersClinical Operational Readiness (CORe): 147 membersAccess and Revenue Cycle Readiness (ARCR): 70 membersClinical Leadership Groups (CLGs): 53 groups, 1,156 members


2017 2020Q3 Q4 Q12018 Q2 Q3 Q4 Q1

2019 Q2 Q3 Q4 Q12020 Q2

ContractSignedAug24

ColumbiaEpicTogetherGo-LiveJan31

EpicTogetherProjectKick-OffJan1

EpicTogetherTeamKick-OffApr2

Dec4 Jun1Phase0- Groundwork

Jun4 Jul27Phase1- DirectionSetting

Jul29 Mar29Phase2- Adoption

Apr1 Oct11Phase3- Testing

Oct13 Jan31Phase4- Training

Jan31 Jun30Phase5- Go-LiveandPostGo-Live


Project Update – Phase 1 – Direction Setting• Successfully completed 300+ Direction Sessions resulting in 1,700+ build decisions.Project Update – Phase 2 – Adoption• Completed two of three Adoption Sessions with nearly 100% agreement of EpicTogether

workflows amongst the 3 institutions• Build Wave 1/4 complete (21% of build tasks complete)• Remote Hosting Migration complete (9/2018)


• Standardized vendors and tested systems across the enterprise (including interfaces)

• Established a tripartite multimedia communications program• Established a tripartite Joint Legal, Privacy, Security, and

Compliance Committee (LPSC):− Expanded tripartite agreements:

o Organized Health Care Agreement (OHCA) o Data Sharing Agreement to include research and clinical data

− Developed tripartite policies and initiatives, including:o Shared Risk Response Plano Joint Notice of Privacy Practiceso Joint Authorization to Release Information Formo Confidential Patient Policyo Improper Data Access Sanction Policy

• Established ColumbiaDoctors Change Management Team



Operational Readiness / Change Management

Operational Readiness/Change Management 9

Why Do We Need Change Management?

“We will work together to standardize”

“We will adopt the Foundation System”

10Operational Readiness/Change Management

We Have to Change to Be Operationally Ready• Successful Epic clinical and business systems adoption

necessitates change over the next 15 months.

• Change can be disruptive if not managed thoughtfully.

• Epic’s Foundation System will limit the variability of our business and clinical processes for care delivery in the practice setting.

• The Epic team’s past experience in AMCs indicates that adoption of common operational workflows is a key driver in a successful implementation.

• Active change management contributes to the implementation’s success. The Columbia project team validated this in discussions with our peer organizations.


Workflow Approved from Adoption Session 1


Who Will Be Involved in Operational Readiness and Implementing the Changes Needed?


We Will Be Epic Together! - Partners For Success • ColumbiaDoctors has stood

up an internal change management team to support departments’ operational readiness efforts.

• Team members will provide support and expertise in how to drive change in three areas:

− Clinical support workflows (processes that surround and support the physicians)

− Business workflows (check in, check out, scheduling, call centers)

− Revenue cycle workflows

• The team will partner with a variety of other resources.

Departments

CD Change Management

Team

CD Optimization

Team

CD Practice Operations

CD Learning Academy

Columbia Epic Project Team

EpicTogether Project Team

ARCR

CORe

Human Resources

Enhancing the patient experience

Enhancing the provider experience


Training

EpicTogether Training

15

• Organize training by role and workflow, not by system features and functions.

• Create a structured training schedule with flexibility that may accommodate off business hours.

• Introduce training content over a reasonable period of time to avoid information overload.

• Incorporate approaches to measure the success of training goals and the ability to make improvements.

• The time and effort devoted to learning cannot negatively impact the patient experience.

Training Program Guiding Principles

16Training

Scope of Columbia Go-Live

20,000+Users

1System

17Training

Training Program Team Roles

Roles PrincipalTrainers

SpecialistsTrainersCredentialedTrainersSuperUsers

TrainingLeadership

18Training

Training Leadership• Training Advisory Group (TAG)

• Rachel Lewis, MD – Associate CMIO ColumbiaDoctors• Irene Louh, MD – Associate CMO NYP

• EpicTogether Training Team

19Training

Principal Trainers• CertifiedinrespectiveEpic

application(s).• Workwithoperationalleadersto

identifyrequiredtrainingtracks/curriculaforend-usertraining.

• Developclassroomandonlinelearningtoreflectdecidedworkflows.

• BuildandmaintaintheEpictrainingenvironment(MST/ACEs).

• FacilitateCredentialedTrainerprogram.

PrincipalTrainer

20Training

Specialist Trainers / Credentialed TrainersGrow Your Own Specialist Trainers & Credentialed Trainers

• Peer-to-PeerTraining• Trainerswithrelevantexpertiseandknowledge• Specialtyscenariosandexamples• Appropriateknowledgeofinstitutionalverbiageandworkflows

21Training

Specialist Trainers / Credentialed Trainers

• Facilitateclassroomtraining• Assistwithtrainingmaterialupdates• TestlessonplansandtheEpictraining

environment(MST/ACEs)*• Facilitatepracticeandsimulationlabs*• Facilitatepersonalizationlabs**• Administerenduserproficiency

assessments(EUPAs)• Recordlearnertrainingprogressin

thelearningmanagementsystem(LMS)**CredentialedTrainers**SpecialistTrainers

22Training

Specialist Trainers / Credentialed Trainers

• Facilitateclassroomtraining• Assistwithtrainingmaterialupdates• TestlessonplansandtheEpictraining

environment(MST/ACEs)*• Facilitatepracticeandsimulationlabs*• Facilitatepersonalizationlabs**• Administerenduserproficiency

assessments(EUPAs)• Recordlearnertrainingprogressin

thelearningmanagementsystem(LMS)**CredentialedTrainers**SpecialistTrainers

MST = Master Training Environment

ACE = Actual Classroom Environment

23Training

Super Users• Knowledgeabledepartment/roleSMEs

• DedicatedEpicsupportintheclassroomandattheirclinic/unitduringgo-live

• Answerend-userquestionsaboutEpicworkflows

• Reportsystemissues

• Communicateupdatesandchangestocolleagues

• Serveaslong-termpointpeoplefordisseminatingEpicupdatesandenhancementspost-go-live

24Training

End Users• EpicSystemAccess:

• Awardedtostaffwhohavecompletedtheirtrainingtrackandpassedtheiroverallproficiencyassessment.

• Proficiencyisdemonstratedbyachievingascoreof80%orgreaterontheassessment.

• Staffwhodonotachieveproficiencywillhavetheopportunityforaretake.

• Repeatingthefulltrainingtrackwillbeofferedifproficiencyisnotachieved.

• Ifforsomereasonalearnerdoesnotpasstherequiredproficiencyassessmentbygo-live,theywillnotbeallowedaccesstothesystemuntilproficiencyisattained.Wewillmakeeveryefforttoworkwithuserstoachieveproficiency.

25Training

Outside of the Classroom

• Setting expectations for playground time

• Educating staff on large organizational or workflow changes prior to Epic training

• Making training a piece of a larger change management initiative

26Training

Sample Training TracksFrontDeskSchegistrar TrainingTrackPrerequisite E-LearningandPre-ClassAssessment

1Hour

Registration Basics(class) 6Hours

Schegistrar (class) 5Hours

End-UserProficiencyAssessment 1Hour

Post-LiveMaterials 1Hour

PBInsuranceFollow-upTrainingTrackPrerequisite E-Learning 45mins

PBInsuranceFollow-up(class) 5Hours

End-UserProficiencyAssessment 20Minutes

Post-LiveMaterials 2Hours

PBChargeReviewTrainingTrackPrerequisite E-Learning 1Hour

ManualChargeEntry (class) 3Hours

PBChargeReview (class) 3Hours



14 hours

9.2 hours8 hours

Appointment SchedulerGE/IDX Web Scheduling Training (Class) 21 hours

Biller-Charge Entry/Charge ReviewGE/IDX Billing, ETM, CROWN Billing Class & E-learning

20.5 hours

Biller-Accounts Receivables Follow-upGE/IDX Billing, ETM Training

35 hours

27Training

Sample Training Tracks

VascularSurgeonTrainingTrackPrerequisite E-Learning 3.5Hours

OPVascularSurgeon(class) 2Hours

IP VascularSurgeon(class) 2 Hours


Personalization Labs 2Hours


12 hours

RN,LPN,MATrainingTrackPrerequisite E-Learning 1.5Hours

NurseShared(class) 6Hours


Post-LiveMaterials 1.5Hours

9.5 hours

28Training

Training Resources

LogisticalResources

Deploymentbasedtraininglocations

Classrooms

Infrastructure

29Training

2018 2020

Today

Q3 Q4 Q12019 Q2 Q3 Q4 Q1

2020 Q2

FinalResourcingNumbersforTraining

Nov26

SuperUsersIdentifiedFeb21

Mar29

TrainingRegistrationOpens

Apr29

EpicTogetherTrainingPlaygroundOpen

Sep30

ColumbiaEpicTogetherGoLiveJan31

Mar2

Aug19- Jan18RoleAnalysis

Jan21- Jul19CurriculumPlanning

Jul21- Sep27TrainingEnvironmentBuild

Sep30- Nov15CredentialandSpecialistTrainersOnboarding

Nov18- Jan31SuperUserandEndUserTraining

Feb1- Feb28AttheElbowSupport

Mar2- Jun30ColumbiaDoctorsOptimization

CredentialandSpecialistTrainersIdentified

ThriveAfterGo-LiveBegins

EpicTogether Training Timeline

30Training

Next Steps for Training

• Socialize Training Program• Communicate “no training, no access” standard• Help identify Credentialed Trainers

• ~130 (All of West Campus)

• Help identify Super Users• ~2100 (All of West Campus)

• Plan ahead, schedule as soon as possible• Program Immersion meetings/Manager Fairs

• Coming Soon!

31Training

EpicTogether (epictogetherny.org)

32EpicTogether Website

Questions?

33Questions

EpicTogether Project Team ContactsContact Role EmailTimothy Crimmins, MD CMIO, Executive Sponsor [email protected]

Roe Long COO, Executive Sponsor [email protected]

Ginu John Dir, EpicTogether Training [email protected]

Jonathan Mason Prog Mgr, EpicTogether Training [email protected]

Rachel Lewis, MD Assoc. CMIO, Clinical Lead [email protected]

Lloyd Torres Sr Dir, CMIO Team [email protected]

Jonathan Touson Sr Dir, Change Mgmt [email protected]

Naomi Cigan Asst Dir, CMIO Team [email protected]

Tina Sarantos Project Mgr-IT [email protected]

Lianna Piccarillo Project Mgr-CMIO Team [email protected]

Dananjali Ratnayaka Project Mgr-Revenue Cycle [email protected]

34Contacts

Thank You for AttendingOur EpicTogetherColumbia Town HallNovember 7, 2018

epictogether columbia town hall documents...2017 q3 q4 2020 q1 2018 q2 q3 q4 2019 q2 q3 q4 q1 2020...

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