BUS4126 Capella University Strategies for Implementing Change Management Paper I attached the resources needed to complete. This is the fourth component of

BUS4126 Capella University Strategies for Implementing Change Management Paper I attached the resources needed to complete. This is the fourth component of this project, i attached component 3, to help with this assignment, it has all the information needed.Once a vendor is selected, it is time for the health care organization to work with them to integrate an effective solution to the original needs. Complete the following for this assignment:Determine how the new system will be integrated into the health organization.Recommend strategies for implementing change management.Determine the training and development needs for departments. Include recommendations for educating employees when integrating changing technologies.Recommend ongoing support, development, and quality indicators for successful integration.Consider the return of investment (ROI) for new technologies. Plan review with leadership, finance, and IT to determine ROI success. You are not expected to calculate the return on investment, but to think about how the investment the hospital made towards a new information management system benefits it and outweighs the money spent? Analyze the quality of care improvement for new technologies. Identify improved outcomes and results from patient data, surveys, and research.CriteriaNon-performanceBasicProficientDistinguishedAnalyze how information management can be integrated within the health care organization. 20% Does not explain how information management can be integrated within the health care organization. Explains, but does not analyze, how information management can be integrated within the health care organization. Analyzes how information management can be integrated within the health care organization. Analyzes how information management can be integrated within the health care organization and provides possible challenges to integration. Recommend strategies for implementing change management. 20% Does not recommend strategies for implementing change management. Recommends strategies, but does not make it clear how to implement the same. Recommends strategies for implementing change management. Recommends strategies for implementing change management and provides possible challenges. Provide recommendations for educating employees when integrating changing technologies. 20% Does not provide recommendations for educating employees. Provides recommendations for educating employees but does not make it clear how this education enhances understanding of how to integrate changing technologies. Provides recommendations for educating employees when integrating changing technologies. Provides recommendations for educating employees when integrating changing technologies and provides possible roadblocks to educating employees. Analyze the return of investment for new technologies. 20% Does not explain the return of investment for new technologies. Explains, but does not analyze, the return of investment for new technologies. Analyzes the return of investment for new technologies. Analyzes the return of investment for new technologies and identifies possible areas where the investment of the integrated system may not show a great return. Analyze the quality of care improvement for new technologies. 20% Does not analyze the quality of care improvement for new technologies. Explains, but does not analyze, the quality of care improvement for new technologies. Analyzes the quality of care improvement for new technologies. Analyzes the quality of care improvement for new technologies and identifies areas of challenges. Johnson Contractors, Incorporated
Vendor Characteristics
Johnson Contractors, Incorporated:
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Established in 1985.
Operating for over 25 years.
Headquarters is located in Chicago, IL.
Three regional offices: San Diego, CA; Lincoln NE, and Madison, WI.
Global company with offices in London and Latin America.
Johnson Contractors focuses on their work within the health care industry, including
hospitals, physician’s offices and insurance companies.
Publically traded company with revenues over $100 million USD per year.
9,000 employees.
Operations and Leadership Team
Structure and Departments
The leading departments are:
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Research & Development.
Implementation.
Marketing.
Support & Service.
Applications.
Training.
Informatics.
Leadership Team
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CEO and CFO have a combined 40 years of health care IT experience.
The leadership team includes:
o CEO.
o CFO.
o CIO.
o COO.
o VP of Client Services.
o VP of Sales.
o VP of Implementation.
LEADERSHIP: Knowledge/Expertise
Most of those in the leadership team are former IT executives, with experience in government,
military, and health care industries.
LEADERSHIP: Reputation
The track record of the leadership team—is generally good, although there has been some change
in leadership. For example, the CIO and the CFO recently left the organization and the replacements
were just hired.
Over the years, trade journals and associations have commended leadership and the overall
direction of the company.
Company Reputation
Johnson Contractors has received positive recognition overall in the marketplace. Here are some
recent reviews:
“We couldn’t be more pleased with Johnson Contractor’s efficiency and professionalism. Our project
was a great success thanks to them.” —McDougal Care Center
“Unfortunately, our project experienced several delays. Some physicians were concerned about lastminute, unexpected changes that occurred throughout the course of the project.” —Lowry Heart
Hospital
“Johnson Contractors is a well-established and trusted organization in this community.” —The
Patton Clinic
Strategies for Implementation
Implementation Training
Decisions need to be made on which departments need implementation first. Surgical operation
and medical translation will be first to receive training for implementation. For administrative
functions, the finance, billing, and admissions departments will receive priority.
Management Training
Vendor will train key people in the organization (train-the-trainer). The vendor’s training team will
arrive for a three-day in-class session for key directors and staff.
Training Strategy
Determine implementation needs. Prioritize operations, identify greatest needs, determine
availability, etc.
Staff Training Sequence
Key management and clinical personnel will be trained first. The CIO and leadership team will
determine what additional staff requires training.
On-Going Support
Help desk, live help, and local technological assistance will be implemented on an ongoing basis.
Regular maintenance and system checks will be determined regarding frequency and scheduling.
Timeline and Return on Investment
Timeline for Department
Entire hospital trained over a 90 day period, resources allocated and determined by both the vendor
and hospital.
Vendor working with CIO
Three year contract to be monitored and performance guarantees reviewed every year. Staffing
requirements, outcomes, and efficiencies monitored quarterly.
Criteria
Criteria that determines that the new system is effective and efficient:
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Reducing time and becoming more efficient.
Improving outcomes.
Clinical
Compliance, privacy, sharing of medical history with various providers, higher rates of effective
outcomes i.e. outpatient orthopedic procedures, hear t surgery, etc.
Administrative
i.e. faster and more accurate claims paying, reimbursement, admissions, reporting to state and
federal agencies, etc.
Benchmarks
compare to similar institutions. Regional and National standards to
Running head: REQUEST FOR PROPOSAL
Request for Proposal
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REQUEST FOR PROPOSAL
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Background
Smith Community Hospital is a multi-specialty acute care hospital with a bed capacity of
400. The hospital was established in 1989, and it provides inpatient and outpatient services to
residents within a 25-mile radius from within hospital location. Primary services include
cardiology, emergency room services, orthopedics, and OB/GYN, while general surgery is the
secondary services. The hospital has been successful in quality care, advanced technology, and
positive patient outcomes. However, the community served by the healthcare facility has been hit
by an economic recession, forcing employers to reduce payroll, thus decreasing the number of
insured employees. Medical technology change has also forced surgeons and physicians to
request capital costs to invest in new technology. With reduced medical reimbursement, the
Chief Financial Officer has asked for a review of all reimbursement and financial policies while
the technology department has considered various vendor proposals to reduce higher
technological costs and maintain a competitive advantage in the market place.
Critical needs of Smith Community Hospital include compliance with HIPAA rules,
implementation of electronic health records (EHR), data management and workflow issues,
surgical concerns. A significant issue facing the hospital is lack of systematized collection and
management of information since some medical records containing private information of a
patient were left out on a desk. A Request for Proposal (RFP) will enable the hospital to collect
offers from various electronic health records (HER) vendors and select a vendor that meets the
hospital’s criteria. The hospital needs to put out an effective RFP for EHR by inviting to compete
for a contract (Lammers, 2012). There are various EHRs products on the market, produced by
different vendors that are currently in use. Example of these products is EncounterWorks and
AzaleaHealth. Key areas that will be addressed in the RFP include:
REQUEST FOR PROPOSAL
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EHR system functionality and scalability (Lammers, 2012).
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Interoperability of the system.
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Customization of the EHR to the clinician workflow.
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Price of the EHR system.
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Privacy and security.
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Standards compliance.
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Customer support.
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Health information exchange
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Meaningful use of the EHR system.
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EHR system technical architecture.
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Since the key areas that need to be addressed in the RFP have been listed, some of the questions
that will be given to vendors include:
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Will the license provided by the vendor be perpetual, renewed yearly, or for a fixed term?
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Will the license require a single payment of fees or the hospital will continue paying as
long as the EHR system remains in effect?
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Does the vendor offer mutual confidentiality obligations with strict limitation on the
vendor’s use of the hospital’s patient information?
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Does the vendor of the EHR system provide 24/7 customer support? What kind and how
comprehensive are training sessions?
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Does the communication component in the EHR entail TCP/IP?
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Does the EHR system support SQL communication?
HIPAA is U.S legislation that offers data confidentiality and security requirements for
protecting medical information (See, 2003). With increases in health data infringements caused
REQUEST FOR PROPOSAL
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by ransomware attacks and cyberattacks in providers and health insurers, this legislation has
emerged into greater prominence to safeguard medical information. This law regulates how
providers manage protected health information, i.e., medical records and payment histories (See,
2003). Hospitals are required to maintain a record of messages to ascertain that medical records
and payment histories were transmitted through proper and encrypted channels. Therefore, the
primary functions of HIPAA include confidentiality of health information, the security of
electronic health records, and insurance portability (See, 2003).
In today’s healthcare system, EHRs are considered to be a game-changer because of the
numerous benefits associated with their implementation in healthcare organizations. EHRs
contains information about hospital visits, insurance information, family history, a list of
medications, contact information, information about surgeries, and information about any disease
or condition (Tierney, 2011). Benefits associated with the use of EHRs include efficient data
recovery and storage, easy adjustment of services, and the automatic share and update of
information among different departments and healthcare organizations.
Quality improvement initiatives entail systematic and endless actions that result in
measurable improvement in healthcare services. Significant principles of quality improvement
incorporate a focus on patients, working as systems and processes, and focus on team and use of
the data (Silvey, 2004). An essential measure of quality is the extent of the hospital meets the
needs and expectations of the patient. Services that the hospital is required to implement to meet
patients and community needs include patient safety, a system that impacts patient access,
evidence-based care, support for patient engagement, and cultural competence (Silvey, 2004).
Team process is at the core quality improvement since a team ties together knowledge, skills,
and experience. The hospital needs to implement a team approach when the process is complex
REQUEST FOR PROPOSAL
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and staff commitment required. These quality improvement initiatives will lead to improved
patient outcomes, efficiency in clinical and managerial process, reduced costs, and proactive
processes that identify and solves issues before they occur to make sure that care system is
reliable and predictable (Silvey, 2004).
HIPAA, electronic health records, and quality improvement initiatives are related
concepts. HIPAA’s Title II include patient privacy safeguards, administrative requirements, and
safeguard of health and medical records. HIPPA privacy and security rules promote the adoption
of electronic health records by improving aspects of safety, communication, and timelines (See,
2003). Therefore, the relationship between HIPAA and EHR is the common goal of enhanced
privacy and security of patient data. Since quality improvement initiatives work as system and
processes, patient outcomes are affected by efficient use and transfer of data. HIPPA and EHR
support the quality improvement initiatives by ensuring data management enables the hospital to
streamline its daily activities, data, billing, resulting in increased efficiency, easier patient
management, reduced costs, and better reporting (Mitka, 2011).
Information technology in healthcare settings is the application of information process
involving both computer software and hardware to store, retrieve, share, and use healthcare data,
information and data for communication and making decisions (Lammers, 2012). Information
technology is central to healthcare since it supports shared decision-making between prescribers
and patients, form social support networks, and enable fast and knowledgeable responses to
health risks. Healthcare organizations use information technology in four levels that include
health and education, health research, management system, and data management (Lammers,
2012). A strategic combination of IT tools in the hospital results in improved healthcare quality,
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increased efficiency, support care in the community, and improved clinical and consumer
decision-making.
IT and the hospital’s administration work in a collaborative way to lead the organization
successfully. IT helps the administration enhance patient safety and satisfaction, gain knowledge
on population health and statistics, and general operations management. IT and the
administration also work collaboratively by enabling various functions such as payroll
accounting, hospital billing, in-patient register, and combination of human resource information
into one database (Lammers, 2012). The IT department and a hospital’s administration work
together in improving decision-making by helping make quick decisions since the data
warehouse contains data mining tools that computerize decision-making. IT also support group
decision-making by integrating capabilities and telecommunications.
Any form of discrimination is prohibited within the premises of the facilities since the
hospital complies with Federal civil right laws. A primary policy of the hospital is to admit every
patient regardless of gender, race, color, religion, financial class, or sexual orientation (Kouhy,
Vedd, Yoshikawa & Innes, 2009). The Emergency room admits any patient past access hours,
whereby the physician will notify registered nurse about the admission. The patient access
representative welcomes and greats patients and their families professionally and emphatically.
In this hospital, roles, functions, and hierarchy of each medical staff are well defined with a
staffing pattern for the organizational structure and level displayed in each department (Kouhy,
Vedd, Yoshikawa & Innes, 2009). Staffs are recruited using a competitive recruitment process
and based on competence and job description. Posts are advertised widely, followed by a
shortlisting process based on job description criteria. The performance of each medical staff is
evaluated annually, and results communicated to the hospital board. Lastly, the human resource
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department has a defined process of implementing disciplinary measures, and staffs are informed
about this process (Kouhy, Vedd, Yoshikawa & Innes, 2009).
REQUEST FOR PROPOSAL
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References
Kouhy, R., Vedd, R., Yoshikawa, T., & Innes, J. (2009). Human resource policies, management
accounting and organisational performance. Journal of Human Resource Costing &
Accounting, 13(3), 245-263. doi: 10.1108/14013380910995520
Lammers, E. (2012). THE EFFECT OF HOSPITAL-PHYSICIAN INTEGRATION ON
HEALTH INFORMATION TECHNOLOGY ADOPTION. Health Economics, 22(10),
1215-1229. doi: 10.1002/hec.2878
Mitka, M. (2011). Electronic Health Records. JAMA, 305(14), 1402. doi: 10.1001/jama.2011.414
See, M. (2003). The American Society for HIPAA* compliance presents: HIPAA SAP I, A
HIPAA self-assessment program. ACC Current Journal Review, 12(3), 22-24. doi:
10.1016/s1062-1458(03)00227-7
Silvey, A. (2004). A Transformational Approach to Healthcare Quality Improvement. Journal
for Healthcare Quality, 26(5), 3. doi: 10.1111/j.1945-1474. 2004.tb00512.x
Tierney, W. (2011). Electronic Health Records: Delivering the Right Information to the Right
Health Care Providers at the Right Time. SSRN Electronic Journal. doi:
10.2139/ssrn.1822397
Smith Community Hospital
Hospital Characteristics
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A general hospital founded in 1989. Well established within the community.
For-profit hospital.
Hospital is part of a larger public hospital system.
400-bed hospital.
Serves residence within a 25-mile radius from hospital location.
Provides inpatient services and outpatient surgery center in one location.
Generated approximately $2.5-million net profit for the previous year.
Located in Maple Grove, which is a large suburb of Minneapolis, Minnesota.
o Maple Grove is about 15 miles out of Minneapolis.
o Highway 94, a major interstate, goes right through it.
o Upper-middle class area
o Population: 45,000.
Specializations/Mission
Mission:
Our mission is to serve local community and to provide the highest quality of care in a professional,
safe, and comfortable setting.
Vision:
Is to maintain a competitive edge, continue to be innovative and use the latest in medical technology.
Provide the most advanced medical services using the latest technology available in a safe and costeffective manner.
Inpatient Specializations:
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Orthopedic services.
OB/GYN.
Cardiac care and surgery.
Outpatient Specializations:
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Orthopedic services.
OB/GYN.
Radiology (CAT scans, PET scans, and MRI’s).
Services:
Primary Services
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Cardiology.
OB/GYN.
Emergency room services.
Orthopedics.
Secondary Services
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General surgery.
Tertiary Services
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Basic services.
Organizational Structure, Departments, and Staff
Listed here are the essential departments within the hospital. In some areas, the important roles
within that department are identified:
Board of Directors
The board of directors are responsible for the charter of the hospital.
Executive and Senior Staff
The executive and senior staff are in charge of managing the hospital and oversee the day to day
operations. The people in this department include:
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Chief
Chief
Chief
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Executive Officer (CEO)
Financial Officer (CFO)
Operations Officer (COO)
Information Officer (CIO)
Medical Staff
The medical staff is responsible for all clinical initiatives, medical procedures, surgeries, so on and so
forth. This group includes chief medical officer, physicians, nurses, and lab technicians. The main
clinical departments within the hospital include:
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OB/GYN.
Orthopedics.
Cardiology.
Radiology.
Surgery.
Mid-Level Business and Administration Managers
Mid-level business and administration managers oversee the functions of their own departments within
the hospital. These departments include, but are not limited to:
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Operations and Information Technology—Administrative and clinical sides of operations and IT.
This includes hardware, software, and telecommunications.
Risk Management—Focuses on safety, insurance, malpractice, and so on.
Finance—This department takes care of billing and coding. This department also works with
insurance companies.
Admissions—Coordinates inpatient and outpatient medical procedures, review insurance
coverage and determines eligibility, and schedules procedures and appointments.
Compliance—Deals with HIPAA privacy, state and federal regulations, and accreditations.
Business and Administration Staff
Business and administration staff are responsible for the day-to-day functioning within the hospital.
The list of departments is noted above.
Hospital Operations
Overall
The hospital has been successful in providing quality care, advanced technology, and positive clinical
outcomes showing successful indicators as compared to most hospitals in the region. The senior staff,
including the Chief Information Officer (CIO), has been with the hospital for years and there has been
little turnover. The community has been affected by the economic downturn, more employers are
reducing payroll, thereby reducing the number if insured. There are less procedures being performed
and this has eroded the financial strength of the hospital. Changes in technology have required the
senior staff to think about improving the internal and external capabilities of the hospital
administratively. In addition, advances in medical technology have required the professional staff or
physicians and surgeons to request capital expenditures and invest in new medical technology,
training, and support personnel to operate and maintain this technology. Each department of the
hospital will be impacted.
Compliance
The Chief Compliance Officer (CCO) is responsible for making sure the hospital follows guidelines and
protocols for all activities related to accreditation, insurance, patient information, data, state and
federal legislation, etc. The hospital has been in compliance and has had an outstanding record of
compliance. Recently, some medical records were left out on a desk in the medical records
department. A physician needed to review some charts. At the time of a rotation shift—some staff
leaving for the day and some staff arriving—some files were not filed correctly. A hospital director
noti…
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