Get Ready, Get Set, Go-LIVE
By Ann Mendlowitz
After months of building master files, category lists and workqueues, testing the build and training the
end users you are ready to go live. Constant communication of the go live strategy to end users, patients
and staff is essential for a successful go live.
Six months prior to go live, start building the go live strategy. Weekly strategy meetings should occur.
It is important to include Epic Implementation Coordinators, Principal Trainers, Process Owners, Lead ACs
and SMEs in these meetings. Remember to include a representative from Human Resources and
Marketing/Communication departments in the meetings. Human Resources will be aware of any labor issues that
need to be addressed. It is important to ask the Epic representatives for lessons learned from previous
clients.
During these meetings start to:
- Build the infrastructure of the command center
- Outline the responsibilities of the help desk
- Develop conversion plans (appointment, registration, migration of patient records)
- Develop communication plans between the ACs, Onsite support team and end users.
- Develop a system for ranking of issues (priority, non-urgent, etc)
- Define the on site support staff and their responsibilities
- Set up training time with the on site support staff so they are familiar with all workflows
- Work with the training department to outline the various tip sheets needed
- Identify ratio of super users to end users
- Build a communication plan with Market and Human Resources.
At a minimum, 2 months prior to go live start to communication the go live strategy with the end users as
well as the onsite support staff. The communication can be as simple as emailing an announcement of the go
live date. Each week the Marketing and Human Resources Departments should be reassuring the end users and
patients that converting to an integrated system will be efficient workflows and eliminate redundancies.
Early education of Epic’s integrated software assists in a smooth transition for the end users. Most
healthcare institutions have websites, which is a cost effective communication tool. Also, posters are a
great way to communicate the progress of the implementation to the end users and families. Keeping everyone
informed and involved is crucial to obtain their buy in. Encourage input, to facilitate the feeling of group
ownership. Give the users a forum to ask questions, voice opinions and concerns
Communicate the go live plans with the clinicians. During the first week of go live within specialty and
primary care departments’, it will be necessary to scale back a provider’s schedule. Touching a clinician’s
schedule is very sensitive and obtaining their approval early is crucial. Explain that this will eliminate
the wait periods for the families. Provide concrete data to providers as to why this solution has proven to
be effective. Providers tend to be more willing to go along with the plan if they can see empirical
evidence that substantiates success of the model. After the staff feels more comfortable with their
responsibilities, the schedules can resume as normal.
The magnitude of the go live will be a barometer for the number of super users and on site support staff
you will need. A good rule of thumb is to plan on a 1 to 7 ratio. One super user to 7 end users for Patient
Access and Revenue Cycle go live. If the go live is EpicCare Ambulatory or EpicCare Inpatient, the ratio is
a 1 to 3.
The week prior to go live, all on site support staff should be refreshed on Epic and how to provide
support to the end users. All job aids should be reviewed with the on site support staff. If Epic is sending
any individuals to assist with go live, it is crucial to conduct one day training for them. Provide them
with relevant supporting documentation so they can have a high-level overview of how the system has been
configured, and what client –specific decisions have been ascertained. It is important that everyone who is
acting as a support person is communicating the same message. Make sure that the appropriate support person
is matched to the correct support area. For example, someone who trained hospital billing or ADT should be
placed in the hospital or a hospital based department. They will be more familiar with the correct
workflows. Matching the support people to the correct departments will alleviate post go live confusion. It
will also facilitate credibility amongst the end-users and smooth the acceptance of the product if the
support members are as savvy as possible. It is important that the onsite support team is easily
identified. This can be accomplished by providing brightly colored shirts.
Issues should be prioritized. If the issue is security or printer related, it should be listed as a high
priority. All high priority issues should be called into the command center. High priority issues should be
turned around within 1 hour. Workflow related issues are normally not high priority and can be recorded on a
form. The form can be e-mailed to a central address. An AC should be responsible for reviewing these forms,
prioritize and resolve. Whenever possible, communicate those resolutions back to the at least the reporting
team member or if possible the end-user themselves. It will help to eliminate frustration and negativity
when results are readily seen by the users.
If you eliminate anxiety of the unknown and empower your end users with knowledge, your go live will be a
success. Any questions can be addressed by contacting
amendlowitz@getvitalized.com.