Maintaining Momentum for Virtual Care Post-Covid
Podcast Nov 10, 2021
Provider Leadership thought it was amazing, quickly caught on, and spread the word.Alycia Nagle, Director of Training, University of Rochester Medical Center
integral for multisite go-lives… there is no way you can cover the ground.
The University of Rochester Medical Center (URMC), a longtime Epic site, was undertaking a joint business venture to extend Epic across 3 organizations comprising 3 hospitals, 74 clinics, 1 ambulatory surgical center, and over 1,400 providers and staff. They were seeking a training director to help guide their training initiatives through their first big go-live. While already a high-functioning training team, they believed the leadership and continuity they would gain from having a seasoned expert lead would help them successfully execute a complex, remote go-live.
URMC reached out to Tegria to staff a training director with an extensive background in nursing, training management and planning and program development to support their training and go-live preparation. The training director selected for the job had many years creating programs and prepping organizations for go-live.
After securing a director, we identified the locations and departments that would be impacted by the rollout and collaborated with each site to determine training and security needs as well as the go-live support needs. The training director systematically evaluated prior experience, staffing numbers, and patient volume by department to develop a customized plan. To ensure staff buy-in and satisfaction, the team also provided detailed training plans, relevant Super User staffing ratios, and information about the impact of individual training on system access. The goal was to ensure staff felt supported and confident throughout the entire process.
Ensuring the availability of on-site Super Users and remote training resources during go-live required detailed planning and a well-coordinated training schedule. Gaining site acceptance and adoption relied on tactical communication and a willingness to engage with technology in a new way. For locations, such as the OR, where remote support was not appropriate, an accurate, up-to-date Super User schedule was essential. The team collaborated on a remote signup process that allowed Super Users to adjust their shift times as their responsibilities changed and confirmed shifts were covered.
To address the challenges of remote go-live support, the joint team developed a strategy to enable providers and staff to quickly access training support resources through Zoom rooms, Epic F1 functionality, and dedicated chats. Individual, role-specific support was also offered through breakout rooms. Details about the process and expectations were communicated clearly and early to groups to increase awareness and buy-in. From the first day through go-live and beyond, the team experienced a smooth transition, which allowed them to continue to focus on their patients and provide exceptional care.