LEADING THROUGH CHANGE: Leveraging External Partnerships to Implement Clinical Projects Across Mayo Clinic Health System

Transcription

1 LEADING THROUGH CHANGE: Leveraging External Partnerships to Implement Clinical Projects Across Mayo Clinic Health System

2 Mayo Clinic Health System (MCHS) Discussion Forum Participants Brian Whited, M.D. Vice Chair & CMO, Mayo Clinic Health System Sharon Gabrielson, BSN, MHA Vice Chair, Mayo Clinic Health System Administration Chris Schneider, MA Julie Doppler, MHA

3 Learning Objectives Share structure used to create blended project model Describe various roles of teams & individuals Share outcomes of the project

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5 System Background MCHS System Background 18 hospitals, 72 clinics, 3 states, 72 communities More than 1,000 providers, 14,000 Allied Health Staff 20 years old Approximately 120 mile radius Integration began in 2010 Single EMR implementation completed in 2011 System integration efforts/initiatives continue

6 Inpatient Computer Provider Order Entry (IP CPOE) Project Overview High priority safety initiative across MCHS Integral part of Integration strategy Minimal flexibility with timelines due to multiple competing initiatives and Meaningful Use Stakeholders Providers directly impacted; Mayo employed and non-mayo physicians 2,500+ inpatient allied health staff directly impacted; Nursing, Pharmacy, HUCs, etc.

7 Framework for a Blended Project Model External Consultants (Cerner + CPOE SME*) Internal Consultants (S&P) Project Team *SME Subject Matter Expert

8 Project structure Why was this model used? Aggressive project timeline Bench strength Embed knowledge into the MCHS team External benchmarking

9 What led to selecting an external consulting partner How & what was assessed to validate the desire/need for this model? Knowledge gaps identified Learning curve Limited candidate pool Expense component Resource availability: project + daily operations

10 How External Partner(s) were selected? EMR vendor (Cerner) External CPOE SME s Change Management Proponents Referrals from other systems Cerner knowledge Breadth/depth of CPOE implementations across systems

11 Leadership Structure MCHS CPC CPOE Oversight Committee Project Leadership Team Interdisciplinary Council Adoption/Clinical Integration Team Physician Advisory Council Clinical Advisory Council Meds Process Advisory Council Regional Adoption/Integration Teams Work Teams: Decision Support/Content, Design, Build, Communications, Process, Training, Technical 2011 MFMER slide-11

12 Project Work Teams Work Teams: Decision Support/Content, Design, Build, Communications, Process, Training, Technical 2011 MFMER slide-12

13 Role of physician and administrative leaders / Transformational Model Establish accountability at site level Decision making Participated / Lead Advisory Councils Modeled desired behavior throughout project / implementation Established project to operational transition from the beginning High Visibility, high priority for senior organizational leadership Create alignment with need

14 Role of External Consultants External EMR experts (Cerner) Implementation best practice experts (in design and development) Bring experience from external organizations Leverage addition & subtraction of resources for peaks and valleys of project Brought/proposed best practices for project governance structure Bridge internal knowledge gaps

15 Roles of Internal Consultants Internal Mayo culture / infrastructure expertise Integration of personnel and processes Lead facilitation and collaboration of teams Manage healthy tension

16 Outcomes/Success Factors Hybrid Project Models Change Management Approach Plan designed to transfer knowledge Go-Live Support Model Metrics Tracking 2011 MFMER slide-16

17 Outcomes/Success Factors: Hybrid Project Model External Consultants (Cerner + Leidos) Internal Consultants (S&P) Project Team Managed healthy tension Strong project design and stream-lined decision-making structure Role flexibility Rapid and effective knowledge transfer Multi site resource sharing and go-live support Prevention of landmark mistakes; allowed smaller, incremental mistakes 2011 MFMER slide-17

18 Outcomes/Success Factors: Change Management Approach Change management methodology built into project plan Strong guiding coalition Senior MCHS leadership linked directly to project Strong Regional Adoption teams and leaders from key disciplines and specialties 2011 MFMER slide-18

19 Outcomes/Success Factors: Go-Live Support Model Robust implementation preparation & support Sneak peaks + favorites fairs + formal training Strong on-site support for go-live(s) Significant investment in training and technical assistance (e.g. Favorites, Remote Access), pre, implementation, post 2011 MFMER slide-19

20 Outcomes/Success Factors: Metrics Metrics -promoted transparency, accountability & visibility. Timely Metrics Reviews Data shared on Mayo public intranet Data drill down capabilities System Wide Summary Drill down to site summary 2011 MFMER slide-20

21 Outcomes/Success Factors: Metrics Site Specific Summary Facility 1 Facility 2 Facility 3 Facility 4 Facility 5 Facility 6 Facility 7 Facility 8 Facility 9 Facility 10 Facility 11 Facility 12 Facility 13 Facility 14 Facility 15 Facility 16 Facility 17 Facility 18 Provider Specific Summary

22 Leveraging the Model Internal Best Practice External Benchmarking

23 U.S. Management Consulting Industry: Overall, The U.S. market for management consulting grew by 8.5% from 2012 to 2013 Healthcare was the fastest growing sector with 18.4% growth

24 Questions / Discussion