Question

create an Action Plan for the CDC organization, The Action Plan should be focused on goal setting and the establishment of those goals.

Identify two to three goals that you can focus on within your organization. By identifying only a couple we are wanting you to really explore and clearly identify all aspects that would be surrounding that goal and implementation. Please make sure to be detailed in your action plan.

You will want to focus on the following: Goals and outcomes Is there a competitive advantage? Cost analysis? Leadership costs?

Alignment with overall strategic direction? Functional area impact (Examples - Clinical Operations, Human resources, Marketing, IT, HIMS) Structure Including alliances, affiliations, contractual relationships, etc. Hybrid? Organizational structure in place- current/future? Systems? Financial data overview Include a summary of what financial data you examined or would examine. For each financial statement, describe the specific factors that informed you or would inform you (net revenue, profit loss, balance sheet major).

Personnel/Staffing Include provider relationships as appropriate. Organizational structure Human resources Implementation schedule: Develop an implementation schedule that identifies the resources and competences in your department and describe how they are matched to the strategic initiative.

Identify how your action plan aligns to the organization’s strategic direction.

Answer 1

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Action Plan

1. Brief description of the project

As the manager of a health care front desk office, I am always looking for ways to improve the department and customer experience. Therefore, the department has turned to investing into an automated check in system using kiosk. Using an automated check in system will not only reduce patient waiting time but also reduce cost, errors, and confusion.

2. History or rationale

Check-in kiosks were first seen in Hotels or airports and have slowly made their way into the lobby of clinics and hospitals. According to Jordan Fallis (2012), “They’ve been touted as the next wave in operational efficiency in health facilities and a major advance in increasing patient satisfaction by reducing waiting times at check-ins, sort of like automated baggage checkers at airports” (Touch the Screen Now to See a Doctor, para.1). These self-check-in kiosks have facilitated healthcare facilities in Canada by offering convenience and privacy to clients while allowing staff to focus on other meaningful tasks. “From a physician’s perspective, patient kiosks also have the benefit of protecting health care providers from costly privacy complaints, says the doctor who developed the first interactive computer station for self-registration to be used in Canada” (Fallis, 2012, para, 3). This is due to patients being able to register silently, privately, and on their terms. Furthermore, “The kiosks also increase patient payments. Before the kiosks were installed in the orthopedic clinic, point-of-service collections averaged just more than $1,500 per day. In the first two months after the kiosk launch, the daily averages were about $2,400 and $2,070, respectively” (Butcher, 2018, para.10). This comes to show that a check-in kiosk will not only save the department money but also increase the amount of money coming into the department.

3. Market analysis

Check-in kiosks have shown to have a positive impact in the health care industry. It has been shown that not only does it improve patient satisfaction/experience but also improve employees working conditions. “While the patient uses the kiosk and checks themselves into the hospital, the employees of the registrar are spending more time focusing on insurance forms and paperwork, “Not so simple” registrations, phone operation, booking appointments, transfers and discharges” (Collins, 2017, para.3). The greatest impact that the automated check-in system has made is towards the employees since it has freed more of their time to greet patients and focus on questions that are a bit more complicated, therefore, enhancing the overall experience of the patient. According to a survey conducted by Vanguard Urologic Institute in 2010, “39.25% of patients found check-in easy, 53.39% of patients found check-in average, 7.37% of patients found check-in difficult. In the same year, “Vanguard saw an average of 15.28 patients per day and the average patient wait time was 2.44 minutes—the national average is 21.3 minutes, according to a 2010 NCR case study”. For the 7.37% who found check-in difficult, an IT team employed by Vanguard found solutions for every user to create the most user-friendly interface for its clients” (Collins, 2017, para.5). An automated check-in system kiosk will greatly improve waiting times for patients in the lobby.

4. Goals and outcomes

The goal with bringing an automated check-in system is to reduce wait time for patients, reduce cost, errors, and confusion. Patient will be able to check themselves in as soon as they arrive which allows for the front desk staff to focus on more serious manner or more complicated questions that patients might have. Patients will put in all their information and ensure that it is correct and then the front desk will go ahead and double check it which will decrease errors dramatically. Ultimately, the office will be able to see more patients daily since the wait time will decrease so much.

5. Structure

As far as alliances and contractual relationships there is so many to chose from. The top patient check-in kiosk software right now is the AdvancedMD, DrChrono EHR, Kareo Billing, and NextGen Healthcare. For my department I will use AdvancedMD since they have better reviews and are equipped with the technology that will needed to achieve our goals and objectives. The most common uses that AdvancedMD has to offer is patient self-check-in, wait room status and notification, vendor check-in and screening, wayfinding and building screening, as well as form submission and ID Verification. The benefits of this kiosk include minimized patient waiting, visitor arrival announcement, reduce staffing burden, collect valuable patient data, education and public awareness, and improved patient experience.

6. Financial data overview: Include a summary of what financial data you examined or would examine. For each financial statement, describe the specific factors that informed you (net revenue, profit loss, balance sheet major).

It is important to get a good understanding of the companies financial standing before and after implementing any change. The net revenue should be looked at since it allows the company to see ones earning after subtracting the expenses. Net revenue is the best way for a company to make decisions of cost and worth (great way to see if change is going to be profitable). The profit loss is another crucial financial statement to look at since it summarizes the revenues, costs, and expenses incurred during a specified period, usually a fiscal quarter or year. Lastly, the balance sheet is basically a snapshot of the companies assets and liabilities at a single point in time.

7. Personnel/Staffing

The great thing about the automated check-in system is that it does not require a lot of staffing in fact it does not need any at all, however, I would like someone to monitor the patients using it in case they are confused or need further assistance. There will be only one personnel per shift to ensure that everything is running smoothly.

8. Implementation schedule: Develop an implementation schedule that identifies the resources and competences in your department and describe how they are matched to the strategic initiative. Identify how your action plan aligns to the organization’s strategic initiatives.

My action plan supports my organization strategic initiative since it is innovative and will help improve the overall experience of patients and relieve some workload off the employees so that they can focus on other tasks of the department. My department’s strategic initiative is all about providing high-quality, culturally appropriate care in a welcoming environment to all patients.

References

Butcher, L. (2018, May 10). UAB Medicine's Check-in Kiosks Please Patients and Improve Processes. Retrieved from HFMA ORG

Fallis J. (2012). Touch the screen now to see a doctor. CMAJ : Canadian Medical Association journal = journal de l'Association medicale canadienne, 184(7), E339-40.

Collins, K. (2018, September 20). What Benefits Can You Expect from A Hospital Kiosk? Retrieved from Advanced Kiosks

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