1. Transforming medicine requires more than simply the installation of
information technologies; the adoption and integration of technologies
must be linked to professional and organizational development and the
evolution of the organizing principles of care and disease management.
Reengineering the fundamental structure and process of our health care
systems will be the critical success factors to meet the quality and
performance goals for 21st
century medicine.
Clinical Decision Sciences (CDS) has developed a powerful
approach to ‘clinical transformation’: the use of clinical
change management to facilitate quality improvement.
Managing Change – the Vital Element
It is not the strongest of the species that survive, nor the most intelligent,
but the one most responsive to change.
-Charles Darwin
Clinical
Transformation
ServicesContact: Steven Merahn, MD
smerahn@cliniscience.com
SPECIALIZED SERVICES FOR HOSPITALS AND HEALTHCARE ORGANIZATIONS
Clinical Change Management Evidence-based Care Clinical Decision Support
Clinician Technology Adoption Operations/Quality Improvement Joint Application Development
TECHNOLOGY
ALONE CANNOT
TRANSFORM
CARE AND
DISEASE
MANAGEMENT
“A complete
solution involves
technology, re-
engineered
workflow
processes, user
training and
executive
commitment”
Stephen Lieber.
President and CEO,
Health Information
and Management
Systems Society
CLINICAL
DECISION
SCIENCES
• Implementation of evidence-based best practices and
clinical decision support programs
• Improvements in care delivery through process
redesign, workflow and operations improvements
• Adoption and integration of enabling technologies
(order entry, results delivery, clinical documentation,
order sets) in clinical practice

2. Page 2 of 4
Our professional staff is drawn
from experts with extensive
experience in multiple
disciplines, including
medicine, nursing, public
health and health policy,
computer science and
engineering, strategic
planning, business
management, organizational
development, operations,
group facilitation and
leadership and performance
improvement
Our staff must have a
minimum of 10 years
experience in their primary
professional field, and most
have additional skills and
experience in a number of
cross-functional areas.
Practice Directors
Steven Merahn, MD
President, Chief Strategy Officer
20 years experience in medical affairs,
strategic planning, healthcare management,
technology-based product design, publishing
and content development, clinical program
and organizational development
…………………….
Richard Jacobs, MD, MBA
Vice President, Medical Affairs
Internist, former hospital VP Medical Affairs;
expert in hospital operations, team building
and management
…………………….
Jean Papaj, MBA
Managing Director
20+ years as healthcare executive in sales
management, strategic programming and
educational program design
…………………….
Rick Anthony
Managing Director
20+ years healthcare consulting, human
resources, training, process/operations
optimization
…………………….
“Resolve to be a master of change, rather
than a victim of it.”
- Brian Tracy
 Optimize clinical processes
and workflow
 Facilitate best-practices
and evidence-based care;
improve data and
knowledge management
 Improve quality and
patient outcomes,
including anticipating
preventable complications
and errors
 Improve communication
and documentation
 Continually assess and
evaluate diagnostic,
therapeutic, information
and educational strategies
 Support clinical care
delivery needs and care
management objectives;
reduce patient and
organizational risk
Clinical Adoption: Medicine’s “Last Mile”
CDS sees technology adoption in the context of patient care,
professional development and organizational objectives.
We offer tangible implementation plans and programs to
assure clinicians adopt and integrate technology in practice in order to:
CLINICAL DECISION SCIENCES
Decision Support Services Implementation Program
Clinical Decision Sciences offers hospitals and healthcare systems a portfolio of
organization development programs and change management services designed to
facilitate implementation of clinical decision support programs and evidence-based
best practice. Based on HIMSS-approved frameworks, Clinical Decision Sciences
works with your team and any necessary software and content vendors to rapidly
achieve clinical and organizational objectives for quality of care and decision-making.
 Work with internal stakeholders to identify and clarify goals and objectives for
the decision support program; develop appropriate program governance and
support
 Identify and select specific interventions and define decision support workflow
 Validate and develop proposed interventions and their logistics (e.g., clinical
content development and knowledge resource selection and management for
order sets, alerts, diagnostic pathways)
 Educate, train and communicate with clinical and non-clinical stakeholders to
optimize acceptance, ease implementation and enhance benefit
 Design and implement program roll-out; evaluate intervention impact on end-
user workflow and modify the intervention or program to address any critical
concerns
 Maintain currency of content and evidence; design diagnostic, therapeutic and
prevention/risk care plans and multidisciplinary disease management programs

3. Page 3 of 4
Our Ten Point Transformation Process (TP2) creates a road map to
optimized clinical process and operations improvements – whether in
specific disease management, clinical programs or organization-wide
initiatives.
TP2 draws from the highest standards of practice in medicine, engineering,
management consulting, quality and performance improvement, leadership,
and organizational development to design solutions and create the paths to
realizing your vision
ENGAGE
Step 1: Project Set-up
• Finalize objectives, scope,
resources, roles
• Collect Internal Documentation
• Research stakeholder teams
• Establish strong sponsor who
understands the organizational
environment
• Define internal communications
networks and protocols
Step 2: Community Engagement
• Identify Decision-Makers
• Interview key opinion leaders or
“influencers” in the organization
regardless of their formal position
• Conduct management workshops
• Evaluate end user communities
(Physicians, Nurses, Health
Professionals, Administrators)
Step 3: Expectations Assessment
• Determine micro and macro
expectations of initiative by
stakeholder segment
• Segment expectations by audience
and care management
considerations
IMPLEMENT/ASSESS
Step 8: Workflow/Process
Reengineering
• Process optimization
• Workflow design
• Operations improvement
• Organizational restructuring
• Development of tactical
approaches and perform ongoing
reviews to achieve maximum
benefits
Step 9:
Implementation/Coaching
• Create and deliver customized
role-based training
• Develop a support structure to
manage ongoing change
Step 10: Quality/Issues
Management
• Is system performing at its best?
• Were desired results achieved?
• Are clinicians actively using the
new systems?
• Provide feedback and recommend
approaches for improvement
PRIORITIZE/ALIGN
Step 4: Affirm Vision and Value
Proposition
• Formulate the value proposition
• Refine work plan
• Finalize micro and macro
objectives
Step 5: Workflow & Process
Analysis
• Analyze clinical workflow to
determine current challenges and
opportunities
• Evaluate evidence and expert
benchmarks
Step 6: Asset Audit/Gap
Analysis
• Compile a list of all available assets
relevant to vision and value
proposition
• Incorporate the requirements of
professionals into system design
and operation
• Identify gaps between stakeholder
expectations, current systems
capabilities and needs
Step 7: Transformation
Blueprint
• Develop a clinical integration map
based on vision, process analysis
and assets
• Review current situation to
identify barriers to achieving
clinical goals
Clinical Decision Sciences
Ten Point Transformation Process (TP2)
“They say that time changes
things but you have to change
them yourself.”
- Andy Warhol

4. :
CLINICAL
DECISION
SCIENCES
1700 Market Street, 6th floor
Philadelphia, PA 19103
215-832-0182
www.clinscience.com
Clinical
Transformation
Services
Willingness to change is a strength.”
- Jack Welch
Page 4 of 4
ABOUT CLINICAL DECISION SCIENCES
Clinical Decision Sciences was formed in 2003 by a group of senior physicians and
healthcare executives, computer scientists, engineers, professional managers and
healthcare consultants.
Our goal: design and develop well-defined implementation programs that enhance
the quality of care through reengineering of clinical processes, operations
improvements and enhancement of the workflow of health professionals and care
delivery systems.
CDS offers over 100 years of cumulative experience in clinical affairs, organizational
development, engineering and product development, process management,
professional education and the design of care and disease management programs.
For More Information, Please Contact
Saaum Chim, Program Coordinator
Office: 215-832-0182
saaum@cliniscience.com
or visit our website: www.cliniscience.com
“Our experienced and
knowledgeable leadership
teams work with your
management and
professional staff to utilize
our proven methodologies
to help your organization
bridge the gap between
the promise of technology
and real-life patient care”
Steven Merahn, MD
President and Chief Strategy Officer
Clinical Decision Sciences
www.cliniscience.com
Working with CLINICAL DECISION SCIENCES
Clinical Decision Sciences can help your organization design and implement
clinical change management programs and process, operations and workflow
improvements in order to:
o Foster efficient decision-making and reducing variability by
supporting ‘best practice’ approaches
o Expedite clinical and service unit productivity by improving
time and resource utilization
o Optimize outcomes by offering evidence-based care planning
o Improve clinical documentation by offering access to enabling
technologies and expert clinical content
o Support the doctor-patient relationship by facilitating dialogue
and patient involvement
We work with your organizational leadership to
• Provide structured programs for meeting performance metrics (e.g.,
JACHO, Healthgrades)
• Facilitate and promote change through use of enabling technologies
• Communicate and educate both internal and external stakeholders
• Engage relevant departments in design and implementation of processes
and technology-enabled clinical workflow
• Communicate with IT and technology vendors to assure consistency
with clinical and organizational priorities and objectives
• Rapidly achieve tangible objectives