1. “Surviving Go-Live: System Financial Impact of EHR Conversion”
Facilitator: Brett W. Norell, FACHE

2. Background – Holy Family Memorial
Laboratory for integration, improvement & innovation
Physicians: 90 provider employed multispecialty group
Hospital: Orthopedics, OB, Interventional Heart Center, Cancer
1200 employees
Community grounded & focused, Faith-based organization

3. Background Overview of EHR Conversion Metrics needing improvement:
HFM converted from legacy EHR system (20+ years) to Cerner
Opportunity to improve patient care, documentation, coding, billing processes
Manual processes needing automation
Inefficiency related to manual processes, legacy process workflows, previous work arounds, etc.
Metrics needing improvement:
Coding accuracy rates
Days in A/R
DNFB
Clean claim rate
Insurance denials

4. Evaluation Steps to assure success: Measures of success: Resources
Evaluation of current state
Build ideal state
Test, test, test!!!
Measures of success:
Gross revenue by day by department
DNFB
Clean claim rate
Days in A/R and DCOH
Resources
Key leaders (ownership)
Strong partner
Question everything

5. Outcomes Outcome: Improve/Control Post go-live: 48 days
Large capital outlay impacting cash
Delay in claims submission
Increasing days in A/R
Decreasing cash flow
DCOH impact (need plan)
Increased operational expense
Improve/Control
Daily/weekly revenue cycle calls
Continues improvement through issue management
IT/Cerner collaboration (partnership)
Post go-live: 48 days
System adoption continues
Issue identification continues
Constant improvement (rapid cycle)

6. Lessons Learned Business Impact Financial Impact
Community perception
Overall experience
Financial Impact
Balance sheet
Income statement
Cash flow
Satisfaction levels (personal, staff, patients, etc.), experience
Patient experience (service and billing delays)
Provider frustration with new system
Stress level of providers/staff/leaders to correct issues

7. Questions?