Community Connect/New Practice Team Model

Community Connect/New Practice Team Model
One effect of the new and upcoming Affordable Care Act laws, is that healthcare organizations are acquiring smaller private practices and able to grow their organizations. Another is for smaller practices to contract with larger organizations to utilize their Electronic Medical Records (EMRs). EMRs can be prohibitively expensive for smaller practices, as can the penalties for not using them, so contracting with larger organizations allows them to keep autonomy and use of and EMR with a large network.
The benefits to the large organizations in both cases are clear with the increase in patient base and potential revenue. However this growth, often rapid, can present significant and numerous challenges to the administration.
EMR Project Teams
One area where challenges is realized is with the EMR Project Teams. The teams are often ‘bare-bones’ so an aggressive timeline can stretch teams too far and existing projects (upgrade, optimization, maintenance, etc) are often be neglected by necessity.
One method to help alleviate this strain is to bring in a team dedicated to the build and roll out of the newly acquired and community connect clinics. This allows the organization analysts to focus on the existing projects, and the dedicated team to build and roll out the clinics quickly and consistently.
Success Story
Utilizing this ‘team’ approach has been shown to be successful at a recent site which uses the Epic EMR. Creating a team with 1 Project Manager, 1 Ambulatory Analyst, and 1 Cadence Analyst was shown to be an ideal team structure. The addition of a second ‘team’ of 1 Ambulatory and 1 Cadence Analyst when the timeline was very tight proved to be beneficial.
The first clinic to go up was a collaborative approach between the added team and the existing staff. Embedding the team allowed them to learn the build conventions, documentation, change management, and various organization experts for different build aspects. The go-live was also collaborative to ensure the proper processes were being used.
The second clinic was more autonomous for the team, but a point-person was used from the staff for questions and the build was reviewed for accuracy.
The following clinics were autonomous which allowed the staff to work on a major upgrade. The team was able to ask questions as needed, but were able to build and roll-out clinics with limited time required from the staff.
If you would like any more information on this community connect model and how it could work for your organization, then please contact for more information.