With these key best practices, you can create strong ERP governance that will help you use your platform effectively, with an increased focus on the strategic objectives of your business.
IT Strategy I Best Practices I NuggetHubRichardNowack
IT strategy is a plan of action to create an information technology capability for maximum, and sustainable value for an organization. In this business best practice slide deck you learn how to assess and setup an IT strategy and a transformation plan.
We provide you with the following best practices:
- IT Strategy Definition and Introduction
- IT Strategy Frameworks
- IT Strategy Approaches and Transformation
Partnering with Workday on Your Skills Transformation JourneyWorkday, Inc.
How well do you understand the skills of your workforce? With new technologies, reimagined roles, redefined work, and widening skills gaps, it’s critical you can assess current experience as well as develop necessary skills.
View this slide deck to discover how to:
Use skills analytics, insight, and discovery to understand your workforce
Establish a skills platform and design a workforce skills strategy
Create a skills experience for your people and your organization
Sibyl HIMS: Hospital Information & Management SystemAmarnath Gupta
SibylHIMS - The Hospital Information Management System (ERP) offered by us collectively brings the most up-to-date technologies and fine administrative processes to effectively streamline various key processes inside a hospital.
SibylHIMS is the only solution available in global market which caters to both the business need – Hospital Management and Medical/Clinical Practice.
SibylHIMS - the Hospital Information Management System (ERP) offered by us collectively brings the most up-to-date technologies and fine administrative processes to effectively streamline various key processes inside a hospital.
SibylHIMS is supported by a strong team of medical professionals and a large team of management and developers, all with the common goal of making SibylHIMS a superior clinical and hospital management solution.
With these key best practices, you can create strong ERP governance that will help you use your platform effectively, with an increased focus on the strategic objectives of your business.
IT Strategy I Best Practices I NuggetHubRichardNowack
IT strategy is a plan of action to create an information technology capability for maximum, and sustainable value for an organization. In this business best practice slide deck you learn how to assess and setup an IT strategy and a transformation plan.
We provide you with the following best practices:
- IT Strategy Definition and Introduction
- IT Strategy Frameworks
- IT Strategy Approaches and Transformation
Partnering with Workday on Your Skills Transformation JourneyWorkday, Inc.
How well do you understand the skills of your workforce? With new technologies, reimagined roles, redefined work, and widening skills gaps, it’s critical you can assess current experience as well as develop necessary skills.
View this slide deck to discover how to:
Use skills analytics, insight, and discovery to understand your workforce
Establish a skills platform and design a workforce skills strategy
Create a skills experience for your people and your organization
Sibyl HIMS: Hospital Information & Management SystemAmarnath Gupta
SibylHIMS - The Hospital Information Management System (ERP) offered by us collectively brings the most up-to-date technologies and fine administrative processes to effectively streamline various key processes inside a hospital.
SibylHIMS is the only solution available in global market which caters to both the business need – Hospital Management and Medical/Clinical Practice.
SibylHIMS - the Hospital Information Management System (ERP) offered by us collectively brings the most up-to-date technologies and fine administrative processes to effectively streamline various key processes inside a hospital.
SibylHIMS is supported by a strong team of medical professionals and a large team of management and developers, all with the common goal of making SibylHIMS a superior clinical and hospital management solution.
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
Digital Transformation Toolkit from ProductStackRahul Mohan
ProductStack's Digital Transformation Toolkit is a conceptual model that provides:
1) A structure for assessing an organization’s digital strategy and digital maturity (Digital Transformation Framework)
2) An indicator or an organization's capabilities to leverage technology to transform their business. (Digital Maturity Model)
3) A high-level approach for an organization to create a roadmap that aligns digital initiatives with its long term vision and business goals. (Digital Strategy)
ProductStack’s Digital Strategy Workshop is a short (2-3 days), collaborative engagement where ProductStack consultants run facilitated workshops with your team members to help you build your digital strategy and an execution roadmap.
Learn more about Digital Transformation at https://productstack.com
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
We all understand why improvement and a focus on excellence are important, so what we need is a method to use to help with our improvement efforts.FOCUS-PDCA is an improvement methodology that many organizations use to guide their improvement efforts. It’s simply a formalized process for improvement.
Why is this essential? It springs from the eternal truth that the more you know your patients, the better you can respond to their current needs and predict what their future needs may be as well. The Health Care sector is now opting for Customer Relationship Management (CRM) in its daily application. CRM Health Care consists of a wide array of software products that help healthcare organizations to maintain excellent relationships with their clients. CRM enables the health care industry to get essential customer information and use it as efficiently as possible. CRM thus enables the health care sector to improve patient health, increase patient loyalty and patient retention and add new services as well. The CRM Health Care Services include strategic planning, communication services, consulting services, CRM for physicians, Campaign management, Database construction, predictive segmentation, and communications strategies.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
The Service Management Office - Driving it performance in the face of rising ...3gamma
Delivering IT services efficiently and effectively while managing a multi-vendor environment requires planning, coordination and a high degree of service management expertise. Establishing a Service Management Office (SMO) provides the single point of focus to achieve this.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Risk Management and Patient Safety Evolution and Progress. Charles Vincent. Match Safety critical component of quality (Madrid, Ministry of Health and Consumer Affairs, 2005)
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Workshop 6 SMART goal setting for stress reductionmarkdarransutton
Workshop 6/6. In this final workshop we explore how to set SMART goals for Stress reduction. Participants answer questions to look at the best methods or techniques for them to reduce stress, and prioritise them. SMART goals and their use is explained. Using an example participants then create their own smart goals based on their preferred method of stress reduction. Participants end the class with a full awareness of Stress, strategies and techniques for combating stress and the ability to create SMART goals.
http://www.markdsutton.com/
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
Digital Transformation Toolkit from ProductStackRahul Mohan
ProductStack's Digital Transformation Toolkit is a conceptual model that provides:
1) A structure for assessing an organization’s digital strategy and digital maturity (Digital Transformation Framework)
2) An indicator or an organization's capabilities to leverage technology to transform their business. (Digital Maturity Model)
3) A high-level approach for an organization to create a roadmap that aligns digital initiatives with its long term vision and business goals. (Digital Strategy)
ProductStack’s Digital Strategy Workshop is a short (2-3 days), collaborative engagement where ProductStack consultants run facilitated workshops with your team members to help you build your digital strategy and an execution roadmap.
Learn more about Digital Transformation at https://productstack.com
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
We all understand why improvement and a focus on excellence are important, so what we need is a method to use to help with our improvement efforts.FOCUS-PDCA is an improvement methodology that many organizations use to guide their improvement efforts. It’s simply a formalized process for improvement.
Why is this essential? It springs from the eternal truth that the more you know your patients, the better you can respond to their current needs and predict what their future needs may be as well. The Health Care sector is now opting for Customer Relationship Management (CRM) in its daily application. CRM Health Care consists of a wide array of software products that help healthcare organizations to maintain excellent relationships with their clients. CRM enables the health care industry to get essential customer information and use it as efficiently as possible. CRM thus enables the health care sector to improve patient health, increase patient loyalty and patient retention and add new services as well. The CRM Health Care Services include strategic planning, communication services, consulting services, CRM for physicians, Campaign management, Database construction, predictive segmentation, and communications strategies.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
The Service Management Office - Driving it performance in the face of rising ...3gamma
Delivering IT services efficiently and effectively while managing a multi-vendor environment requires planning, coordination and a high degree of service management expertise. Establishing a Service Management Office (SMO) provides the single point of focus to achieve this.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Risk Management and Patient Safety Evolution and Progress. Charles Vincent. Match Safety critical component of quality (Madrid, Ministry of Health and Consumer Affairs, 2005)
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Workshop 6 SMART goal setting for stress reductionmarkdarransutton
Workshop 6/6. In this final workshop we explore how to set SMART goals for Stress reduction. Participants answer questions to look at the best methods or techniques for them to reduce stress, and prioritise them. SMART goals and their use is explained. Using an example participants then create their own smart goals based on their preferred method of stress reduction. Participants end the class with a full awareness of Stress, strategies and techniques for combating stress and the ability to create SMART goals.
http://www.markdsutton.com/
Recruitement and selection of a pharmaceutical sales represenative (draft)Awais e Siraj
Dr. Awais e Siraj Managing Director Genzee Solutions, A Strategy, Balanced Scorecard, Scenario Planning, Competency Based Human Resource Management Consulting Company
6 Proven Strategies for Engaging Physicians—and 4 Ways to FailHealth Catalyst
For healthcare organizations to be successful with their quality and cost improvement initiatives, physicians must be engaged with the proposed changes. But many physicians are not engaged because their morale is suffering. While some strategies to encourage buy-in for improvement initiatives don’t work, there are six strategies that have proven to be effective: (1) discover a common purpose, (2) adopt an engaging style, (3) turn physicians into partners, not customers, (4) segment the engagement plan, (5) use “engaging” improvement methods, and (6) provide them with backup—all the way to the board. Once the organization has their trust, physicians will gain enthusiasm to move forward with improvement efforts that will benefit everyone.
This PPT explains about how Singapore is using IT in healthcare, Integrated Health Information Systems, Singapore's Shifting Demographics and 2020 Master Plan. For more information visit: http://www.transformhealth-it.org/
Ideas are worth very little without a culture to guide the selection of talent and a big, bold vision to attract and unify the team. Human capital is what separates great from good companies – which is why establishing a strong culture to attract and retain the right people, while unifying them behind an inspiring vision and mission is essential to any significant venture.
You Built It They Will Come_webversion092010tmharpster
Everybody loves creating courses and solutions...but many of us sort of lose interest when it's time to implement. This presentation - via a true-life case study - offers 7 tips to ensure that you get the results you hoped for and you avoid the traps that cause many solutions to fizzle.
RESUME
Name xxxxxxxxx
Address
Cell phone: xxxxxxxx email: xxxxxxxxxxxxxx
Profile
Skilled in handling the public with diplomacy and professionalism. Background in General medical Practice, Registered Medical Assistant. Ability to work in a fast-paced, intense environment smoothly. Team player with diligent work habits. Bilingual in English and Spanish. U.S. Permanent Resident and Driver License.
Professional Experience
All Health Care Services 2019 - Current
Registered Nurse
Body Care Med Spa 2015-2018
· Electrolysis
· Laser
· Tatto
Andalusian Social Service, Spain (General Practitioner) 07/2010 to 09/2012
· Helping patients with their diseases and injuries in ED.
· Sorting diseases of importance in health public and reported to sanitation department
· Using procedures like cardiopulmonary resuscitation, even some surgeries
· Giving attention to the patients if they have an accident on the street near to the hospital
Physician (Alhameña de Hosteleria), Almeria, Spain 06/2009 to 07/2010
· Treating patients with rheumatic diseases
· Scheduling duty hours for medical staff
Hospital Isaias Duarte Cancino, Colombia 06/2007 to 06/2009
Health Administration. (Specialist)
· Making contracts with physicians and Service providers
· Coordinating the surgery area and hospitalization area.
· Overseeing Nurses and Physicians
· Guaranteeing a safety environment to work with inpatients.
Hospital Primitivo Iglesias, Cali, Colombia 06/2005 to 06/2007
· Physician (General Practitioner)
Hospital Jose Rufino Vivas, Dagua, Valle, Colombia 09/2004 to 2005
· Social service. (General Practitioner)
Education
Nurse Practitioner 2020
Florida Board of Nursing – Florida National university
Registered Nurse 2019
Florida Board of Nursing - The University of The State of New York
Electrologist 2018
Board of electrolysis of Florida
American Board of Surgical Assistant. 02/2015
Certified Surgical Assistant. Aurora, CO.
American Registry of Medical Assistant. 11/2014
Registered Medical Assistant. Westfield, MA.
Un.
Taking your hospital from total compensation statements to a total rewards sy...Healthcare Software Hub
Total compensation statements are a great tool to drive employee engagement and retention - the problem is that traditional printed annual statements are not only outdated from the time they are printed but are expensive and time consuming to produce for busy HR teams in healthcare facilities with limited resources.
HRIS expert Christopher Ford will share how healthcare HR departments can transform an outdated compensation statement process into a value-driven total rewards system that generates measurable improvement in engagement at a lower cost.
Chapman Institute’s WellCert program is the premier, and most established, professional certification program in the U.S. for Worksite Wellness practitioners.
Addressing Labor Shortage: How to Increase Uptime While Empowering EmployeesSafetyChain Software
How to pass the labor shortage crisis through better capacity visibility, clear processes, building the right automation, and retaining trained workers.
Purpose of the Call:
Change is challenging and getting staff clinicians and physicians to participate in quality improvement initiatives is often a struggle. Understanding the clinical perspective and developing effective change strategies can help.
By the end of this session participants will:
•understand why it is often difficult to engage with clinicians and physicians
•learn how to assess their change strategies for adoptability
•gain experience with the Highly Adoptable Improvement Model and Toolkit
Watch the webinar http://bit.ly/1A0mxOR
Final Project Implementation Assessment of Electronic Health .docxtjane3
Final Project:
Implementation Assessment of Electronic Health Record.
Objective
:
For this assignment, you will create the assessment to implement the new HER in a Health care setting. The assessment phase is foundational to all other EHR implementation steps, and involves determining if the practice is ready to make the change from paper records to electronic (EHRs), or to upgrade their current system to a new certified version. You will be encourage to choose a Community Health Center or a Doctor’s Office. The Assessment is designed because our world has been radically transformed by digital technology – smart phones, tablets, and web-enabled devices have transformed our daily lives and the way we communicate. Medicine is an information-rich enterprise. A greater and more seamless flow of information within a digital health care infrastructure, created by electronic health records (EHRs), encompasses and leverages digital progress and can transform the way care is delivered and compensated. With EHRs, information is available whenever and wherever it is needed.
The Health Information Technology for Economic and Clinical Health (HITECH) Act, a component of the American Recovery and Reinvestment Act of 2009, represents the Nation’s first substantial commitment of Federal resources to support the widespread adoption of EHRs. As of August 2012, 54 percent of the Medicare- and Medicaid-eligible professionals had registered for the
meaningful use incentive program
.
The paper will be 8 pages long. More information and due date will provide in the assignments link.
ASSIGNMENT GUIDELINES (2 points /10%):
The
assessment
should look at the current state of the practice:
Are administrative processes organized, efficient, and well documented?
Are clinical workflows efficient, clearly mapped out, and understood by all staff?
Are data collection and reporting processes well established and documented?
Are staff members computer literate and comfortable with information technology?
Does the practice have access to
high-speed internet connectivity
?
Does the practice have access to the financial capital required to purchase new or additional hardware?
Are there clinical priorities or needs that should be addressed?
Does the practice have specialty specific requirements?
Through the Regional Extension Centers (RECs), we’ve learned that these questions and assessment tools provide a good understanding of the current state of the practice and can help identify key goals for improvement. Often, these goals relate to patient quality, patient satisfaction, practice productivity and efficiency, improved quality of work environment, and most important to the overall goal – improved health care.
EACH PAPER SHOULD INCLUDE THE FOLLOWING:
1.
Introduction (5 points / 25%)
Offer an abstract that provide a brief outlook of the proposal and explaining in your own words what is meant by a Electronic H.
Develop a 5-7 page implementation plan addressing the various factors.docxrosaliaj1
Develop a 5-7 page implementation plan addressing the various factors critical to the successful deployment of the new or upgraded telehealth technology that was the focus of the previous two assessments. Introduction Technology continues to move at an accelerated pace, and the delivery of health care is shifting from office-based environments to the home. For this reason, health care organizations must be at technology's cutting edge in order to remain competitive in today's environment. Integrating the daily activities of patients into the health care continuum will improve the quality of care that is provided and enable more holistic care. This assessment provides an opportunity for you to develop an implementation plan that addresses the various factors critical to the successful deployment of the new or upgraded telehealth technology that was the focus of your previous assessments. Preparation Based on the positive reactions and feedback from stakeholders with regard to the proposed telehealth technology, executive leaders have decided to move forward with implementation of this telehealth solution and have asked you to develop the implementation plan. To prepare for the assessment, you are encouraged to reflect on the factors critical to the successful deployment of the new or upgraded telehealth technology and on how such technology would be implemented in your organization or practice setting. In addition, you are encouraged to become familiar with the Systems Development Life Cycle (SDLC) process for successfully implementing information systems or a change model for technology use that you think best supports your technology implementation ideas. Refer to the suggested readings, supplemented, as desired, by your own research. You may also wish to:
· Review the assessment instructions and scoring guide to ensure that you understand the work you will be asked to complete.
· Review the , which includes questions to consider and additional guidance on how to successfully complete the assessment.. Requirements Develop a technology implementation plan that supports the vision for safe, high-quality health care in your organization or practice setting. Complete the simulation. The implementation plan requirements, outlined below, correspond to the grading criteria in the Implementation Plan Scoring Guide, so be sure to address each point. Read the performance-level descriptions for each criterion to see how your work will be assessed. The Guiding Questions: Implementation Plan document, linked above, provides additional considerations that may be helpful in completing your assessment. In addition, be sure to note the requirements below for document format and length and for citing supporting evidence.
· Assess the adequacy of existing telehealth technology infrastructure in your organization or practice setting.
· Assign tasks and responsibilities for deploying the new or upgraded telehealth technology.
· Develop an implementation sch.
Welcome to the Program Your Destiny course. In this course, we will be learning the technology of personal transformation, neuroassociative conditioning (NAC) as pioneered by Tony Robbins. NAC is used to deprogram negative neuroassociations that are causing approach avoidance and instead reprogram yourself with positive neuroassociations that lead to being approach automatic. In doing so, you change your destiny, moving towards unlocking the hypersocial self within, the true self free from fear and operating from a place of personal power and love.
1. EMR IMPLEMENTATION
KEYS TO OUR SUCCESS
Consultants In Gastroenterology P.C.
Kansas City Missouri
Presenter Michelle Morgan
2. PLAN
Recognize all stake holders
Create a mission and vision
Sell the vision and mission
Prioritize the goals expected from the EMR
with stakeholders
Patient care in the drivers seat,”Is it good for
the patient”
Resource Requirements
Change Management Implementation:
Improving communication
3. EMR MISSION
Move the practice and ambulatory centers from a
60% to 85% computer system implementation.
4. EMR VISION
To accomplish our mission we envision patient
care to exceed customer expectations. We will
strive to meet the needs of the community. Our
work environment is one of mutual trust, respect
and open communication promoting positive
professional staff and physician relationships.
We will exercise fiscal responsibility and
encourage innovation.
5. MISSION AND VISION
CREATION
The long-term vision statement outlines what
the organization wants to be
Focuses on tomorrow
Can be inspirational
Timeless
Ask: What inspires your organization?
(GE Healthcare summit, 2007)
7. COMPUTER
IMPLEMENTATION
COMMITTEE
Select individuals from each department to
represent the stakeholders
Each department will play a role (believe me)
Set specific guidelines for communication for
implementation recommendations, workflow
ideas, problems, concerns. Example: Project
management program, designated helpdesk
centralize an area for documentation
8. FINALIZING AND
ANALYZING PLAN
Does the computer
implementation team satisfy
each stakeholder?
Are they included in the
Mission and Vision
statement?
9. MEETING AGENDA
Discuss Mission and Vision, make adjustments
Set goals
Assign tasks to stakeholders
Software representative and support
Discuss resource requirements
Change Management: pre-implementation
10. EXAMPLES OF GOALS
Approved standardized physician order sets
Seamless linkage of information between the MD
office and the hospital
Ability to have results, registration and
appointments online
Multidisciplinary plan of care and nurse
admission screen that automatically populate
previously collected data
Our Ultimate Goal:100% EMR
11. GOALS
Look at these goals and prioritize
Each department are going to have different
goals
As a Team we need to focus on a set of goals.
Using SMART to finalize the goals.
SMART- Specific, Measurable, Attainable,
Realistic, Time based (Stick to the schedule)
12. RESOURCE
REQUIREMENTS
Budget needs to be established and keep in mind future
investments, additional storage, future hardware needs,
upgrades and updating systems.
Project management
Interface development
Network infrastructure
Ongoing support
Software
Hardware
Additional staff
13. CHECKLIST FOR DECISION
MAKING
Do the proposed ideas support patient safety?
Do the proposed ideas support customer service?
Do the proposed ideas improve communication efficiency?
Do the proposed ideas fit the vision?
Are the proposed ideas urgent and required for progress?
Are the proposed ideas funded?
Are the proposed ideas the most cost effective?
Are the proposed ideas sufficiently clear?
Does the outcome promote a smooth, natural transition?
Will people easily take ownership of the end result?
(Scripps, 2007 GE Healthcare summit)
14. RECOMMENDATIONS
TRAINING, TRAINING, AND MORE TRAINING IT IS NOT
AN OPTION
Establish and Develop a training program for the
implementation and incorporate that into new
employee orientation for future training.
Keep a designated area with test applications for
training.
Have realistic expectations for the changes
Expected frustration with implementing a new
workflow. There is a period of learning before a
comfort level is reached.
15. STRONGLY
ENCOURAGED
Have onsite help for physicians and staff in the initial
stages of implementation.
For Return on Investment Jump Head first and face your
fears and implement All or none with the system.
Decreases resistance to change each time something
changes.
Have follow up training
Really Involve stakeholders on Hardware needs and
usage abilities, also physicians likes and dislikes.
Make a uniform plan most physicians will agree on and
stick to it. Try not to let one physician do his on thing
while the other does something entirely different.
16. WORKFLOW TIPS
Involve all stakeholders involved in the workflow
development
Stay away from “this is how we have always done this”
therefore think outside the box
Utilize similar practices for workflow help, CHUG email
for tips and recommendations.
Give sufficient time and communicate information about
workflow change is going to happen and what to expect.
TEST the WORKFLOW mulitple times, VERY frustrating
and confusing when the workflow has to change several
times.
17. DISCOURAGE
Don’t expect staff to change their processes and
culture in one day.
Don’t implement one little piece at a time the system
works collaboratively.
Don’t forget to embrace the change as a learning
experience
Don’t forget change is guaranteed.
Don’t buy Hardware physicians won’t use so ask
them.
Don’t underestimate how much storage you will
need.
18. BOTTOM LINE
Point to Ponder……
If the Physicians don’t use it, nothing else
matters (GE Healthcare summit, 2007)
19. QUESTIONS OR
COMMENTS?
Please feel free to share about
your experiences
22. RESOURCES
GE Healthcare Summit 2007, Powerpoint
presentation.
Scripps, 2007. What a Bear attack and
implementing EMR taught me. Powerpoint.
Editor's Notes
We as a group need to make sure we are working on common goals. We need to prioritize our goals for our organization and work on them as a team. We need to make it a specific, measurable, attainable, realistic and time based goals. As a group we need to do this