Healthcare organizations are facing an overwhelming number of complex changes related to new initiatives, government regulations and the optimization of current processes. Many of these changes are regulatory generated, while others are competitively motivated, policy-driven and/or a result of customer derived requirements. Regardless of the reason, before a change is initiated the impact of the impending change to all those affected should be deemed a highly significant matter of importance in the change management planning process. So how do you manage change when there is resistance?
Hayes' Healthcare Blog
The adage that the only constant is change can be applied to healthcare today. Implementing, upgrading or optimizing an EHR, or implementing new technology is a frequent occurrence for healthcare organizations.
Understanding how to estimate resources for the go-live can be a full time job without proper tools and skills. But planning appropriately doesn’t stop with the right tools and skills. Many organizations over-spend on resources or fail to provide adequate coverage in the right areas and settings. Developing a support model for a “Big Bang” implementation has proven to be more problematic and risk producing when compared to the phased approach and/or parallel approach. The complexity of the “Big Bang” go-live events, require even more strategic planning that involves experience obtained from several previous go-lives in different settings, understanding of the technology being implemented and the impact on the users across each area of the organization and more. So how do you plan for your next go live?
Electronic health record (EHR) vendor systems come with a steep price tag, and the cost is not
decreasing. The cost of implementing systems has driven many organizations to the point of extended delays or indefinite delays before reaching the go-live phase. The total investment of time and money leading up to a go-live is significant. Before reaching this point, it’s important to ask a couple of questions related to clinical readiness.
- How will my organization secure a safe and successful go-live with minimal risks and a high-quality standard?
- What are the expectations for EHR sustainability and how will the organization secure these expectations post-go-live?
Clinical readiness and risk mitigation
Clinical readiness is not a new concept in healthcare. It is a part of change management that often goes untouched or very lightly touched. Most healthcare organizations roll EHR readiness into one bucket, inclusive of all checks and balances. Although there is substantial risk mitigation in the implementation’s technology and hardware set up, design and training as well as other project phases, there is often a gap in this change management process for “people and the work that they do.”