Management Plays Key Role in Success of Electronic Patient Record SystemBy Channel Insider Staff | Posted 2004-05-26 Email Print
Re-Thinking HR: What Every CIO Needs to Know About Tomorrow's Workforce
Evanston Northwestern Healthcare's CIO claims the organization's electronic patient record system has been such a success because its board mandated that all health care workers participate in the systems' development and implementation.The secret to success for electronic health systems is not to do them halfway, says Tom Smith, CIO of Evanston Northwestern Healthcare. When ENH began its three-year, $30 million move to a fully integrated system, he says, the biggest resource was the support of the ENH board, which ensured that all health care workers participate in the systems' development and implementation.
"This was not the No. 1 IT project, it was the No. 1 corporate project," Smith says. The system effectively shifts "the focus from the institution to the patient. This allows the record to follow the patientfrom the physician's office to the laboratory to the hospitalrather than be scattered among various providers. It integrates computerized physician order entry [CPOE] with electronic patient records, so all charting of patients; ordering of tests, procedures and medications; registration; scheduling; and physician billing is done electronically through one system."
ENH's three hospitals are among 41 throughout the nation that fully comply with the CPOE standards set by the Leapfrog Group, a coalition of large employers that is setting standards for health care.
The teams consisted of doctors, nurses and technicians, who met regularly with IS staff members, sometimes as often as three days a week. "This required a lot of extra work," Smith acknowledges, "but management really insisted," and since everyone knew using the system would be required, people were motivated to help set up a system that would work for them.
After about three months of mapping workflows, IS spent another five months going back to the teams to rethink and refine the workflow analysis. In the end, says Smith, "we had about 500 major workflows, each with two or three subsets, such as weekend versus weekday procedures."
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