Assignment 2: Strategic Action Plans There are some elements missing from the ac
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Question
Assignment 2: Strategic Action Plans
There are some elements missing from the action plan in Table 9.1 in your text book. If the EMR system is to be integrated with similar systems at local hospitals, and the physicians fully utilize its data-sharing capabilities, representatives from the hospitals must be drawn into this implementation process.
(Moseley III, George B. . Managing Health Care Business Strategy. Jones & Bartlett Publishers, May 2008. p. 251).
Write a three page report answering the following questions:
What elements (at least two) are missing from the action plan in Table 9.1 for the EMR system? Justify your choice.
Describe the activities that should be implemented to address the missing elements.
Describe where these activities would be added to the list (relative to the other activities already listed).
Specify exactly which people from the hospitals and practice will participate in these new activities and justify your choice.
Table 9.1 Action Plan for Acquiring and Deploying an EMR System in a Physician Practice
Action Plan Objectives:
1. Consult with EMR system vendors about critical specifications, available options, and related costs.
2. Consult with physicians in the practice about their specific wants and needs in an EMR system.
3. Define a decision-making protocol for choosing an EMR system and vendor.
4. Establish and apply criteria for evaluating system options available from vendors.
5. Invite proposals/presentations from vendors.
6. Analyze and discuss options.
7. Select system and vendor.
8. Negotiate with vendor for purchase of system and related services.
Action Plan Metrics:
Signed system and services purchase agreement within six months.
Initial system cost not to exceed $650,000; annual service contract cost not to exceed $90,000.
Physician involvement in decision-making process—75 percent.
Specific Implementation Activities:
1. Consult vendors (weeks 1–4)
Identify relevant vendors (IT staff) Request detailed information on products (IT staff)
2. Consult physicians (weeks 5–7)
Initial meeting with physicians (IT manager, business manager, physician leaders, all physicians)
Provide list of potential system capabilities (IT staff)
Conduct written survey of physician wants and needs (IT and business staff)
Second meeting with physicians to discuss system options and capabilities (IT manager, all physicians)
3. Define decision-making protocol (weeks 6–7)
Draft decision-making protocol (IT and business staff)
Discuss with physician and business leadership (IT and business staff, business and physician leaders)
Finalize and approve decision-making protocol (business and physician leaders)
4. Establish criteria (weeks 8–9)
Using information from vendor and physician meetings, draft criteria (IT and business staff)
Discuss with physician and business leadership (IT and business managers, physician leaders)
Finalize and approve decision-making protocol (business and physician leaders)
5. Vendor proposals/presentations (weeks 10–14)
Invite vendors to make proposals/presentations (IT staff)
Schedule presentations at the practice offices (IT staff, physician leaders)
Debrief and critique the presentations (IT and business staff, all physicians)
6. Analyze options (weeks 15–16)
Prepare summary sheet on the systems and vendors (IT and business staff)
Narrow the number of systems and vendors to a few (IT and business managers)
7. Select system and vendor (week 17)
Final meeting with physician and business leaders to make final decision (IT and business managers, physician leaders)
8. Vendor negotiations (weeks 18–22)
Initiate negotiations with selected vendor for chosen system (IT and business managers, legal counsel)
Complete negotiations and sign purchase and service agreements (IT and business managers, legal counsel)
Action Plan Objectives:
1. Consult with EMR system vendors about critical specifications, available options, and related costs.
2. Consult with physicians in the practice about their specific wants and needs in an EMR system.
3. Define a decision-making protocol for choosing an EMR system and vendor.
4. Establish and apply criteria for evaluating system options available from vendors.
5. Invite proposals/presentations from vendors.
6. Analyze and discuss options.
7. Select system and vendor.
8. Negotiate with vendor for purchase of system and related services.
Action Plan Metrics:
Signed system and services purchase agreement within six months.
Initial system cost not to exceed $650,000; annual service contract cost not to exceed $90,000.
Physician involvement in decision-making process—75 percent.
Specific Implementation Activities:
1. Consult vendors (weeks 1–4)
Identify relevant vendors (IT staff) Request detailed information on products (IT staff)
2. Consult physicians (weeks 5–7)
Initial meeting with physicians (IT manager, business manager, physician leaders, all physicians)
Provide list of potential system capabilities (IT staff)
Conduct written survey of physician wants and needs (IT and business staff)
Second meeting with physicians to discuss system options and capabilities (IT manager, all physicians)
3. Define decision-making protocol (weeks 6–7)
Draft decision-making protocol (IT and business staff)
Discuss with physician and business leadership (IT and business staff, business and physician leaders)
Finalize and approve decision-making protocol (business and physician leaders)
4. Establish criteria (weeks 8–9)
Using information from vendor and physician meetings, draft criteria (IT and business staff)
Discuss with physician and business leadership (IT and business managers, physician leaders)
Finalize and approve decision-making protocol (business and physician leaders)
5. Vendor proposals/presentations (weeks 10–14)
Invite vendors to make proposals/presentations (IT staff)
Schedule presentations at the practice offices (IT staff, physician leaders)
Debrief and critique the presentations (IT and business staff, all physicians)
6. Analyze options (weeks 15–16)
Prepare summary sheet on the systems and vendors (IT and business staff)
Narrow the number of systems and vendors to a few (IT and business managers)
7. Select system and vendor (week 17)
Final meeting with physician and business leaders to make final decision (IT and business managers, physician leaders)
8. Vendor negotiations (weeks 18–22)
Initiate negotiations with selected vendor for chosen system (IT and business managers, legal counsel)
Complete negotiations and sign purchase and service agreements (IT and business managers, legal counsel)
Explanation / Answer
Implementation of any new technology within an organisation needs lot of Strategies and patience because it could be a one time investment or a policy changer which requires tremendous efforts from management and employee.
In the above mentioned table there are many things being enlisted but there are certain elements which needs to be focussed while executing the plan which are as follows;
- Allocation of resources, is one of the most important factor because any plan will need some budget. So, certain plan can replace the older technology. Keeping both the forms of technologies need not be useful for the organisation and can create huge confusion. Thus, old can be replaced with the newer one and a budget allocation can be drafted to understand the financial outcomes. As well manpower allocation for that new strategy is a must and training regarding the same is vital to use the services in better and correct way
- Organisational changes needs the involvement of people with leadership qualities and communication through the Organisational media to make people understand about the new system. However,team work is very crucial for any task to be undertaken in an organisation and setting up realistic goals are also needed for effective outcome.
Addressing the missing elements-
As it is mentioned above, a complete blue print shall be prepared by announcing the plan with the team
Need to prepare a budget plan
Training about the new system among the team members
Setting up goals and realistic expectations from the new venture
Communication shall be between various departments in an organisation as well as with the other set up which are working in coordination or those who have implemented the projects in place
Addition in the list -
Thepoints shall occupy the first phase of the process because these are important aspects of pre planning stage of any new activities. From this initial plan, the complete process should be followed.
Specific people-
Involvement of leadership team can give better insight of the plan and for better analysis and planning ,experienced hands might deliver better strategies.
Nurses are the core people in any organisation and they are the maximum in numbers and working round the clock with the patient's. So,involving them in the process can have additional ideas to the box.
The technicians working in the emergency room can also deliver some good ideas for the plan.
Moreover,a team work is always a need for any new agenda in the organisation.