CHAPTER 17 CASE STUDY
The project team could use one laboratory manager (LM), two Health Information Management (HIM) officers, and one administrative support (AS) representative. Others include one Nurse Practitioner (NP), one Family Practice Physician (FPP), and one Physician Assistant (PA).
The departmental areas represented here include the clinical department, administrative support, health records, and laboratory.
The NP and FPP should satisfy all the academic qualifications required for their position. Thus, they should specialize in a relevant area such as family and primary care. This position requires NPs and FPPs with adequate critical thinking skills. They should have good communication skills and a passion for informatics. The idea behind such skills is the inclusion of a professional that can obtain the correct information and relay it to the entire team at the departmental level. Particularly, the NP will take charge of training and guide other NPs and clinical support in the course of the EHRs implementation process.
The LM should be a trained and experienced technologist. The managerial position places them in a pole position that ensures appropriate communication across the laboratory setting. The manager’s experience and ability in offering lab diagnostics as well as therapeutic information mean that they know how to make precise patient reports. Their tasks will involve scheduling lab-related tasks for subordinates in ways that streamline the reporting process.
The Health Information Management (HIM) Manager has an important role to play in overseeing the entire transition process. Their skill in health information collection strategies makes it easy for the facility to streamline the implementation of the EHRs execution process. As such, they must have appropriate experience of at least five years in EMRs and higher education qualification in Health Information Administration. Their strong communications and organizational skills offer an advantage in team coordination.
Finally, the HIM, AS, and PA will assume the departmental representatives position. They should have adequate skills in organizing and filing patient’s records in both electronic and manual formats. The flexibility offers the organization professionals that can conduct audits on information relevance during the transition process. The three slots require people with a relevant educational qualification in health records, administration, and clinical management. The positions also require individuals with experience in computer operations for adequacy in information management. Ideally, they will release transition information to other members in their respective departments.
Timeline
CHAPTER 18 CASE STUDY
The nurses hope that the change could help unite both departments given the current animosity between the two departments. Nonetheless, the obstetrics perspective, the nurses have a chance to work with a team trained self-management and independent decision-making. Contrarily, the pediatrics department see a chance of having additional practitioners to help ease their work pressure. The departmental heads feel that their jobs may be under threat. Over the years, they have worked hard to create units that work under different management styles. However, the obstetrics head stands to lose from this change given his age. Also, nurses at the pediatric unit could lose because they would have to share their resources with an incoming group of obstetrics. However, the hospital wishes to have them acknowledge this loss come from a visible availability of extra workforce to ease burnout and the incoming additional and specialized resources (Shaw and Elliott).
The purpose of this change is to promote efficiency and effectiveness to both departments by reducing resource wastage. The perfect way of communication involves avoiding a one-size-fits-all approach. Given their visible difference, it would be vital to customize physical and virtual messages to meet the needs of various nurses. The use of physical and online discussion forums would also be vital in discussing opinions on the new change (Shaw and Elliott).
The two departmental heads should act as the change managers for the consolidation. I believe that the obstetrics manager wants the best for members of his department. The consolidation will offer the perfect opportunity required for this change. Contrarily, the pediatric head is adept in promoting self-management and independent decision-making skills. The change works best for his style of management (Shaw and Elliott).
CHAPTER 19 CASE STUDY
The following are ways in which the Community Hospital of the West’s P.I plan connects to the list of functions and opportunities identified during strategic planning. The strategic planning document follows items grouped into eight broad categories. The key identifiers of some of these categories include care provision, ethics, surveillance, care environment management. These elements share close relationships with the items identified during the strategic management process. The closeness shows that the hospital uses the functions and opportunities to prioritize development strategies seen in the plan (Shaw and Elliott 401-414).
One can easily identify items in the prioritized strategic planning process document as related to initiatives in the P.I plan. The reason here is that the latter uses the former to develop the items. Ideally, items identified in the process document exist as part of the individual objectives that make the P.I plan. For instance, the confidentiality item is part of the second goal of the P.I plan. The second goal, in this instance, looks at improving the systems used to collect, measure and assess information in an accurate, secure, and useful manner (Shaw and Elliott 401-414).
The P.I planners grouped items from the list into a more simplified and adequately precise as opposed to general category for the final P.I initiatives. The Community Hospital of the West uses P.I initiatives to help improve patient experiences and clinical outcomes. Such efforts, if not well executed have become bottlenecks that waste time and other resources. In this case, the P.I initiatives belong to a list of goal-oriented categories that simplify the strategic planning process. In other words, they are more of a simplified, rather than a generalized version of the process (Shaw and Elliott 401-414).
Finally, the measurements identified for the initiatives are truly quantifiable. Some of the measurements identified for the initiatives include employee satisfaction surveys, participant evaluations, and patient satisfaction surveys. All these measurements are part of the larger employee and client feedback surveys. In their individual forms, they contain all the elements needed to collect information on targeted initiatives. As a result, the project planners can review and analyze the information in a way that draws adequate inferences. Eventually, such measures can result in objective information for improvement purposes (Shaw and Elliott 401-414).
Works Cited
Shaw, Patricia and Chris Elliott. Quality and Performance Improvement in Healthcare: A Tool for Programmed Learning. Fourth Edition. Chicago, IL: AHIMA Press, 2012. Print .
