AtlantiCare is nearly two years into its six-year Vision 2030 strategy, a systemwide roadmap built around multiple transformation pillars spanning clinical care, operations and infrastructure.
One major component of that strategy, part of the health system’s “Accelerating Transformation” pillar, is the large-scale implementation of Oracle Health applications. That effort is now roughly halfway complete, with AtlantiCare 12 days into its third major go-live, which leadership says is shaping up to be its most successful yet.
“We’re about halfway through the program, and this is our third go-live this year, which is pretty amazing,” CIO Jordan Ruch told Becker’s, referring to the Oracle transformation work. “We’ve continuously improved our approach from wave one to wave two to wave three, in partnership with Oracle, fine-tuning the process along the way.”
As part of the Oracle initiative, the Atlantic City, N.J.-based health system is embedding 20 new solutions and more than 60 capabilities aimed at improving patient care, clinician experience and operational efficiency.
Wave three is heavily focused on clinical workflows, marking a major shift in the transformation. The upgrades span trauma services, emergency departments, urgent care, infection control, endocrinology and AtlantiCare’s federally qualified health center.
A cornerstone of the wave is the systemwide rollout of new mobile nursing devices and workflows.
“We replaced all prior mobile device deployments with new devices and new workflows across nursing,” Mr. Ruch said. “That enables real-time documentation and communication.”
Beyond immediate workflow improvements, the mobile deployment lays the groundwork for future AI-driven nursing capabilities, which will be layered onto the platform in upcoming waves.
“That mobile device is the platform where those interactions will happen in the future,” he said.
Wave three also expanded AtlantiCare’s use of Oracle Health’s Clinical AI Agent, a voice-enabled documentation tool now deployed across all emergency departments. The expansion builds on earlier ambulatory implementations that reduced documentation time by 40%.
“Just like we saw on the ambulatory side, we’re now seeing those same benefits in the emergency department,” Mr. Ruch said. “Providers are loving it. Documentation is much more lightweight and easier to complete, which allows them to focus more on patients.”
According to Mr. Ruch, the early success of wave three reflects the lessons learned during the first two go-lives — particularly around training and execution discipline.
One key change was extending the timeline for final system testing before training materials were finalized, ensuring workflows accurately reflected what clinicians would see in production. AtlantiCare also brought frontline staff into the review process, rewriting training content in language clinicians could more easily understand.
Those changes drove a standout result: a 99% in-person training completion rate at go-live.
“In most large change initiatives, 90% to 95% is considered best-in-class,” Mr. Ruch said. “At AtlantiCare, everyone was trained, demonstrated competency and understood what was going live.”
The organization also sharpened its approach to measuring success. Rather than relying primarily on command center indicators like call volumes and ticket counts, leadership now defines success metrics well before go-live.
“You can’t stop at call volumes and ticket counts,” Mr. Ruch said. “You have to identify the metrics that actually reflect the goals of the go-live. If the goal is better documentation, you need to define how you’re measuring that and agree on the source of truth.”
By the time wave three launched, leadership teams had already aligned on KPIs and success criteria, allowing command center efforts to stay focused on patient safety and performance rather than troubleshooting measurement gaps.
While the Oracle implementations represent one of AtlantiCare’s largest technology transformations, Vision 2030 also encompasses a broader set of initiatives, including facility expansions, hospital upgrades and service-line growth across the organization.
Across both the Oracle work and the broader Vision 2030 strategy, Mr. Ruch said the overarching objective remains the same: reducing friction for both patients and clinicians.
“Everything we do brings us closer to what matters most — making healthcare easier for our patients and more efficient for our providers,” he said. “Reducing documentation time and charting burden is core to what we’re trying to accomplish.”
With wave three underway, AtlantiCare is already preparing for three additional go-lives in 2026, beginning with Oracle Fusion ERP and HR. The next phase will replace the health system’s HR, supply chain and significant portions of its financial planning systems, shifting the focus from clinical transformation to back-office integration.
“Fusion creates an opportunity for tighter integration between our clinical systems and our back-office functions,” Mr. Ruch said.
Future waves will also include Oracle Health patient accounting, registration and a new patient portal — extending Vision 2030 deeper into the consumer and operational experience.
“We call it the ‘one Oracle’ approach,” Mr. Ruch said. “That really kicks into high gear with wave four.”
