The Challenge
Winthrop University Hospital was converting its over 700 physicians in more than 29 ambulatory locations to Epic as part of its merger with NYU Langone Health System. Medical Center executives wanted a smooth transition, one that would maintain cash flow, improve documentation and charge capture, and continue high levels of physician buy-in and patient satisfaction.
The Story
Recognizing that a successful implementation would require implementation of business process changes while maintaining the confidence of Winthrop leadership, NYU Health engaged Goldman Health Strategies LLC (GHS) to serve as the operational and change management project director for the physician billing application. Working closely with the Winthrop’s leadership, the central business office management team and the Epic IT project team, GHS led an on-time, on-budget implementation.
The Results
Within x months of go-live, Winthrop’s monthly charge and cash performance exceed pre go-live levels. At the same time, leadership confidence in its ability to meet practice plan performance targets is at an all time high level.
The Solution
Project Management
Knowing that the Winthrop ambulatory implementation would be complex from both a technical build and business process change management perspective, GHS used multiple strategies to achieve a successful implementation. GHS adapted the information technology work plan to incorporate operational tasks and set up regular working sessions with various constituencies to make sure that these tasks were completed within the overall project timeframes.
Business Requirements and Workflows
Further, GHS recognized that the workflows for the ambulatory clinical application would need to be modified to accommodate compliant charge capture processes. GH S was a key member of the overall project team making sure that the integrated workflows would result in accurate demographic and clinical data capture for timely and compliant billing.
Change Management and Go-Live Support
At the same time, GHS worked closely with the central business office to modify their processes to take advantage of the technology improvements that Epic offered.
In weekly meetings and go live support, GHS provided recommendations and helped implement workflow changes to improve operating effectiveness.
As a result of this inclusive business transformation collaboration approach, the NYU Winthrop Central Business Office has improved physician engagement with the clinical application and achieved strong financial results.