- Posted by Joe Crandall
- On December 28, 2006
- Solution: Change Management, Solution: Governance, Solution: HDA, Solution: Healthcare, Solution: Implementation, Solution: Lean, Solution: PMO, Solution: Process Improvement, Solution: Project Management, Solution: Readiness Assessment
Use of OPTI PREP model to transition into MPI
In 2006, AtlantiCare, New Jersey’s largest healthcare organization, took steps to prepare itself for an enterprise patient index project. The goals of the master patient impact (MPI) project were to investigate, select and install the most effective system to ensure patient information was accessible and consistent throughout all of AtlantiCare’s facilities. Greencastle Consulting was called upon to ensure a successful rollout marked by a significant improvement in the management of electronic medical records (EMRs).
A healthcare facility without a comprehensive and consistent MPI can miss key data or develop conflicting medical histories when receiving new patients from other facilities, even from within the same care network. This lack of information leads to decreased patient satisfaction and safety, and an increase in operational costs due to manual collection and correction of inconsistent information. To remedy this problem multiple records for a single patient must be consolidated into one record.
Greencastle utilized its OPTI PREP model to provide AtlantiCare with an in-depth assessment of the resources, capabilities and necessary commitment to properly prepare for a transition during the MPI initiative. Segueing into a unified MPI with Greencastle’s recommendations, AtlantiCare was able to look at its current data structures and capabilities to streamline project execution. For the MPI to be successful, Greencastle identified which departments in AtlantiCare would benefit from the new program, determined what their needs would be during the transition, and set priorities based on that analysis. This also allowed Greencastle to pinpoint skills, experience and motivation to benefit the rollout within the organization.
Clinical and information technology requirements for the creation and adoption of an effective MPI were also addressed in addition to necessary inherent process changes and support. The development of an algorithm to match different EMRs for a patient across multiple systems was a top technological priority. The ability to match and merge EMRs would reduce the time it would take to create master records containing a patient’s entire medical history.
Greencastle also emphasized outreach to clinical and support staff who would be using the MPI most, either by viewing or inputting data into the system. Gathering support from the ground level with staff led to less resistance to changes in the system and created an open dialogue to vocalize any concerns or questions. Early adopters of the system also worked as ambassadors for the new system when other employees had difficulty adapting to the technology.
At the conclusion of the eight week assessment period, Greencastle presented its final report to AtlantiCare’s management group and relevant stakeholders. Showing specific, tangible recommendations for improving implementation as well as possible solutions to each issue the MPI project would face, opportunities for success were addressed in relation to the OPTI PREP model. Once existing barriers and leverage points were brought to the attention of the CIO, project managers were empowered to eliminate barriers before the transition into the MPI was initiated, using leverage points in the existing MPI system’s structure. These solutions aided the CIO in finding solutions and using existing resources to make the transition a success.