Managing Growth and Operational Stability An Operational Process

Managing Growth and Operational Stability An Operational Process Approach Sponsored By: Netsmart One. TEAM

Agenda Introduction Common Mistakes The Real Needs • People • Process • Technology The Enterprise Approach • • Operational Alignment Defined Process and Roles Map to System Use Change Controls Success Factors

Introduction Over 17 years experience in Community Based and Public Behavioral health organizations. Service Delivery/ Programming Leadership Staff development and Training Leadership Operations/Quality Assurance Leadership Information Technology Leadership Executive Leadership 3+ years with Netsmart Managed Services v. CIO and Business Advisory service leader.

Common Mistakes Siloed approach Starting with the Care. Record first Lack of engagement outside of IT Lack of skilled resources allocated for work needs Lack of prioritization Limited or no systems for change management Lack of ownership assignment and monitoring

Defining the Real Need

The Big Four! Where to focus your team. . . • Error resolution • System function User Support System Maintenance and Performance • Managing upgrades • System structure best practice User Trainings and Materials System Enhancement/ Design • Initial training for all users • Role-specific training/Onboarding • Change rollout/continuing training • Changes to existing elements of system • Adding new elements to the system

Often Projects Fall Into the Trap of… …If we build it, they will come AVOIDING the TRAP! Engaging the right resources and having buy-in at all levels of the organization proactively avoids unintended consequences

The Process: Enterprise Thinking Alignment: • Clinical/Service Delivery • Revenue Cycle Management (Finance/Billing) • Quality/Outcomes Monitoring • Data Needed for Business Decisions Preparing for Growth or System Changes • Process should drive the expected use of the Care Record.

The Process Driven Approach

Map to System Use After processes have been clearly defined and roles assigned the next step is mapping to the most efficient and effective use of the EHR. The system mapping is taking the process and determining the right functions needed in the system to achieve it. • Test the flow: Can it be translated into a positive user appearance and still meet all the needs? Return on Investment from an EHR is based on proper leveraging of the system to achieve business needs.

Change Controls • Consistency and standardization are key to maintaining stability. • Change Controls match any new needs to the standards and processes already in place first before adding new.

Success Factors • Clearly Defined Enterprise Process Flows that “map” to the Care Record solution • Resource Structures based on Business Need/Function • Access to the right Skilled Resource for the Need • Technology is a part of Strategic Planning Decisions and has Executive Level Sponsorship. • Well Established and Committed Governance structures made up of leadership, programs, IT and operations • Culture where Technology solution use is expected and tied to performance success.