Building Effective Teams
In the selection of new electronic health records, an effective team always guarantees viable outcomes. In every team, collaboration is a fundamental concept that needs proper evaluation before the beginning of any task. This plan will start with the determination of the leadership of the team. This is a critical concept that needs proper evaluation. An effective team is normally built by a good leader. The leader plays a noble role in ensuring that the project goals are made familiar to the subordinate members. In this plan, the specific role of the leader is to establish the ground rules for the selection of the EHR ( Hartley & Jones, 2005) . Ownership is the second concept in this plan. The selection of the project manager will be key in ensuring that other team members work with freedom. This ensures that there is somebody in the team bearing full responsibility for the project. The third concept in this plan is to establish a viable relationship among the team members. In this plan, I propose to adopt the “caterpillar” philosophy which encompasses the fundamental concepts of talent sharing and togetherness. The final step in this plan is to carry out team selection and evaluation of members who will work under the project manager and the leader. The members may include nurses, medical officers or any other external experts who have the basic knowledge of the EHR.
The team leader is accorded the professional roles of a “clinical champion.” He or she bears the responsibility of establishing a bigger picture of the plan for the clinicians. The leader is also mandated with the responsibility of ensuring an effective clinical workflow, standardization, and documentation. This is very essential since these details are the building block for the selection of the best EHR. The project manager is professionally responsible for coordinating and ensuring the tasks are completed on time for the selection of EHR. The subordinate members are responsible for the identification of prioritized features of the EHR so as to ensure that the selected item matches that of the vendor. This will ensure the effectiveness of the selection process.
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This plan will be anchored on the three main consensus building methods of brainstorming, multi-voting and nominal group ( Olson, 2014) . The brainstorming techniques involve the generation of respective ideas from the members. Thereafter, the members have to brainstorm on the possible solutions. The logical solution reached will be documented by the team leader and will act as the way to go. The multi-voting method involves members voting towards a large list of ideas then eliminates the ideas slowly until the highly voted idea is obtained. The nominal group technique involves the team leader tallying the cards voted for by ranking them in terms of the vote obtained. Therefore, in this plan, the three consensus techniques will be used in the event of disagreements in the selection of the EHR’s.
Concepts of management change, techniques, and leadership
The implementation of the EHR system will attract a transition in the management and techniques used in the clinic. The implementation of the EHR is accompanied by changes in the clinic's workflow. It also draws more attention to the technical adjustments in the procedures that need to be implemented for the fruitful functioning of the system. One concept that is fully eliminated by this process is the paperwork. The system encourages paper to EHR system and not vice versa. In the past, healthcare officials could struggle to input the records of bills, x-rays and other patient information in huge piles of paper. However, the EHR streamlines the workforce by reducing the workload of the health officials. A regular managerial cross training is the major adjustment that this system demands ( Frazier, 2017) . The transformation of the clinical procedures is a technical concept that requires full training of the health officials. This demands that the manager to a given clinic should be knowledgeable enough in these positions.
Training difficulties is a major challenge when implementing the EHR. The implementation of this system requires regular training sessions which are time-consuming, need a lot of resources that many clinics may not be able to implement. Secondly, the implementation of this technology is costly both in usage and implementation. Many clinics may not be in a position to implement this technology. Management theories are normally implemented to ensure an increase in the productivity of the clinic. The contingency theory is the best option for mitigating the above challenges. This theory clearly ascertains that the manager’s decisions should be based on the situation at hand. If the implementation of the EHR system is expensive then alternative options should be considered.
Implementation of Departmental Strategic Plan
In the implementation strategy of the EHR, risk exposure mitigation is a key concept. The major risk of implementing this system includes financial exposure and the delay in outcomes. The department is also exposed to the risks of delayed returns on the implemented technology. However, the department should evaluate the risks being faced as a precaution. This will ensure that the department benefits from the risky venture. An effective EHR system should boost the patient care practices and eliminate data duplication cases. However, the department should asses the technology in terms of the expected outcomes and the financial resources required for its implementation. This is a major mitigation measure that can strategically be adopted for better results in the implementation of the EHR technology ( Kaissi & Begun, 2008) .
Procurement Process
The procurement process is important in any organization. The main purpose of the procurement process is to enhance profitability in the organization. This process ensures that raw materials and the associated costs are limited to sustainable standards only. It also ensures that the organization is able to plan well for its expenditures. Identification of the need is the first stage in the procurement process. This is the underlining objective that the clinic needs to accomplish. The second stage is the procurement scope. This describes if the EHR to be purchased meets the clinic’s standards. The third stage is the determination of the method to be used in the procurement process. This may include either open tender, prequalified tender or limited tender. Approaching the market is the next stage of the process. This may involve retrieving appropriate procurement documentation regarding EHR ( Knutsson & Thomasson, 2014) . The sixth stage is to evaluate the possible submissions and the then end the tender process. Finally, management of the contract is the final stage of the procurement process.
The request for proposal (RFP) is a documentation that solicits the items in a bidding war. This is an official request for the potential suppliers to submit their proposals to the procuring company. The clinic may use the RFP in the event that it has seen a viable EHR technology from a supplier. This helps in budgeting and keeping track of the items to procure. Request for information (RFI) is a document used to gather general information of an item. The item may use this documentation item to gather the item being sold by the vendor. The clinic can compare the specifications of the market item to their own expectations. Request for quotation (RFQ) is a documentation that coerces the supplier to give out the price of the item being procured. The clinic can benefit from this item since it will be in a position to budget well for its financial expenditures before deciding to purchase the EHR.
References
Frazier, K. (2017). Electronic Health Records. AJN The American Journal of Nursing , 117 (6), 10.
Hartley, C. P., & Jones, E. D. (2005). EHR implementation: a step-by-step guide for the medical practice . Amer Medical Assn.
Kaissi, A. A., & Begun, J. W. (2008). Strategic planning processes and hospital financial performance. Journal of Healthcare Management , 53 (3), 197-208.
Knutsson, H., & Thomasson, A. (2014). Innovation in the Public Procurement Process: A study of the creation of innovation-friendly public procurement. Public Management Review , 16 (2), 242-255.
Olson, D. (2014). Information systems project management . Business Expert Press.
