There is just ONE step you can take TODAY that will almost certainly guarantee the successful implementation of an EHR in your IDD service business. This way is to the fastest and broadest rollout possible. Read our blog to find out what it is!
IDD Workflow Optimization - Part 4
PROCESS IMPLEMENTATION & REVIEW
Implementation
Implementation – where the rubber meets the road! You’ve identified and mapped then analyzed and redesigned……now you get to the fun/hard part – actually doing it! Without implementation there is no process improvement and it takes a unique type of leader to do it successfully. Just be prepared to be as diligent in this phase as your staff start work as you were during the planning phases.
There are quite a few suggested ways to implement however we recommend the following:
- Rollout the changes at a small scale to mitigate risk. Before carrying out the changes throughout the entire organization, test it at a small scale so comparisons can be made to the original process. Remember, some people confuse the exertion required to learn something new (change effort) with the new product/system/service/process (or even new person) being difficult. This tendency to conflate effort with change can be magnified when leaders do not plan for and commit to a new process optimally. This is an attitude problem not a process/system problem. People who continue to be well educated, informed, and enthusiastic tend to embrace best practices, techniques, and technologies that improve quality to a business. Let us consider an example where an IDD service organization is spread over 2-3 different geographical locations (this still applies if you just have 2 group homes). If the organization is implementing a new intuitive EHR over a less intuitive ‘clunky’ EHR then just have your in-house care coordinators/case managers in one region start using the new system. Be consistent and firm in the implementation. They can then become regional experts and give feedback on comparisons as well as help other staff better implement at other regions. In the event that the new change isn’t a good fit then the damage is minimal and the entire company is not impacted. It is also best to follow some predetermined sequence in data entry eg enter clients by residential location. This will allow a) all direct care staff at a single group home to start using the EHR which means supervisors and billing staff can then use the system too. (b) The team will also feel a sense of progress as each new client group is added to the new system and can be checked off their list.
- Standardize the steps in the new process and acquire the right resources. Following the example above, have all of the in-house care coordinators follow the same process to enter client data into the system eg first demographics, then the medications, followed by the individual plan etc. The choice of the right resource(s) would have been addressed during the evaluation of the new EHR based on your company’s unique needs and values. This will mean work quality and rate can be compared between staff types and encourage meant given for consistent appropriate behavior. It also means staff excuses can be winnowed out from true problems with the new process.
Do not confuse the effort required to learn something new (change effort) with a new system being difficult. Change requires an open mind.
Ongoing Review and Benchmarking
Even with the best of plans things don’t always go exactly the way you’re planned. Once you roll out the changes, you still need to monitor progress. This is where you need to revisit the notes you made on the key problems with the old process (see blog on workflow analysis).
Using our previous example. If you changed EHR vendors to improve the rate and timeliness of submission of notes/logs from direct support staff have you checked to see what the submission rates are after 3 months? The turnaround time for getting logs to billing after 6 months? While you may succeed with this, it might turn out that the supervisory staff are now not approving logs at an acceptably high rate and have become the workflow bottle neck. Remember, this is a good thing. These issues always existed the new process is simply exposing them so you now have a new focus from which to improve and ultimately profit! We’re happy to provide more information on continuous process improvement or change in general.
Congratulations! You made it through our series on improving workflow processes. The ultimate goal is to increase efficiencies, decrease waste and increase profits because profits are ultimately good for you, your co-owners/shareholders, staff and clients alike.
Finally, no matter how hard you work keeping up with the increasingly complex regulatory demands in long term care cannot be efficiently achieved with archaic paper charts or rudimentary Excel sheet or Access-based desktop-bound documentation. The value proposition of an EHR or practice management software system is undeniable! They are cheaper than adding new personnel and never need benefits, sick time or rest! Implementing Focused EHR is much easier than you think and we’ll guide you every step of the way! Let your software do the heavy lifting for you – that’s what it’s designed to do! Automation helps you work smarter and is the most efficient and affordable answer! Call FOCUSED SOFTWARE TODAY!
Continuous monitoring and improvement are key to maintaining optimal processes and optimal profits!
Call NOW – (281) 884 3537 ext. 117
Pictures
Make it Happen Blackboard by Geralt at Pixabay
