Training Plan
Directions:
Preview the modules on the Waiting Room Solutions website https://www.waitingroomsolutions.com/wrs/Instant-Demo-and-Tutorials and Allscripts Demo:
Allscripts MyWay EMR Demo 3 part series on You Tube hosted by Allscripts MyWay
Part 1 of 3 https://www.youtube.com/watch?v=7TNimMkd89I&feature=related
Part 2 of 3 https://www.youtube.com/watch?v=Lpl-40hsFWI&feature=relmfu
Part 3 of 3 https://www.youtube.com/watch?v=_tl_QWixe6Q&feature=relmfu.
Also review Practice Fusion, as you did in previous learning plans. Keep in mind your selected system. (**System Selection listed below)
Develop Your Training Plan
How would you create a training program for users on the Waiting Room Solutions software? Select one module from the Waiting Room Solutions software (e.g., the patient look up function) and visualize how a user with no previous knowledge or experience using the module would adapt to using it without training. Compare the differences, if not Waiting Room Solutions, with this software. What differences would be apparent after a user completes a training program for this module functionality? How would this enhance their user experience?
Research the advantages and disadvantages of various training strategies. What type of training strategies would you view as being important to include in your system implementation training program?
Search the Web for an article about a health information system training program. Analyze any issues discussed in the article that affect training effectiveness (e.g., costs, staffing, computer requirements, confidentiality, system updates, etc.).
Think of ways to provide reasonable solutions for overcoming these training challenges.
Discuss the issues that you would be certain to avoid and how they would be avoided.
Using the topics and questions outlined above, create your training plan.
Training plan compares differences among software and user needs.
Training plan addresses training strategies in comparison to system implementations.
Training plan discusses issues to avoid and how they would be avoided. Training effectiveness and ways to provide reasonable solutions for overcoming training challenges are addressed.
Training plan should be 2 to 3 pages with references in APA format
System Selection
A health information system (HIS) collects, processes, reports, and uses data from a variety of sources and to create and implement policies and to manage a health care organization. (Health Information Systems, 2009) The process of selecting and acquiring such a system, referred to as the life cycle of an information system, may be a difficult task, but it is paramount for the efficiency and management of the organization. Such a process includes numerous steps, such as researching system options, conducting a needs assessment, evaluating soft- and hardware, evaluating vendors of information systems, etc. While some of these steps are more significant than others, it is important that each step I carried out thoroughly in order to ensure that the selected information system serves the needs of the organization and contributes to the organization’s goal attainment. The life cycle of an information system includes the needs assessment, system selection, maintenance, and implementation.
Selecting and acquiring an information system begins with a needs assessment. Before any further steps are taken, the organizations need for the product must be analyzed. Evaluating the needs of the health care organization involves evaluating goals, identifying the desired features of the information system, and identifying ways in which the information system will impact the organization. During this step, the costs, benefits, advantages and disadvantages of implementing a health information system must be considered in order to ensure that the information system will not, in any way, interfere with the organization’s management. The needs assessment also requires that the organization understands the current system in order to determine what improvements to the system need to be made. Once this step is complete, i.e. once the organization is aware of its needs and what type of system would best serve them, the next step in the selection process may begin.
Following the needs assessment, the organization’s leaders must conduct research to determine which system would best serve the organization’s needs. Researching information systems requires that organizational leaders eliminate information systems based on the results of the needs assessment. For example, leaders of health care organizations should use the process of elimination to exclude information systems that do not have the desired features. In so doing, the organization’s selection process is simplified by reducing the number of reasonable options for information systems. Once a limited selection of information systems has been identified, organizational leaders must reconvene to evaluate each system and weigh all options.
In the case that numerous options are still available after the process of elimination, an organization may move to the step of evaluating vendors in order to make a final decision. It is likely that there will be more than one information system that efficiently and effectively serves the needs of the organization, so determining which information system vendor can best satisfy the organization’s needs is a crucial step. Evaluating vendors also open doors for site visits, during which time an organization’s leaders may visit and observe the site of a vendor’s clients, and may even make a request for equipment to test at their own site or live demonstrations from vendors themselves. Such an opportunity is paramount, as the results could exclude vendors and systems and make it clear exactly which system would best serve the health care organization.
After evaluating vendors, an organization should prepare a document outlining the requirements of a potential information system. This document is referred to as the request for proposal (RFP). The RFP delineates system requirements, desired features, and functions of the information system. The RFP is distributed to all prospective information system vendors, who are requested to indicate whether their system can meet the organization’s needs and to submit a price quotation to the respective organization.
Once vendors have submitted their proposals, organizations evaluate vendor responses and make a selection. This marks the system selection phase and includes the procurement of the information system. The systems selection phase is the final phase of the selection and acquisition process. Other phases of the life cycle of an information system go beyond selection and acquisition, addressing the implementation and maintenance of the information system.
An organization’s goals are easily the most important factors in determining which information system to select. The information system should facilitate goal achievement, and is possibly being implemented for that purpose only. Increasing workflow and productivity, and improving employees’ jobs performance are often the subjects of an organization’s goals. Therefore, the goals of the organization play a major role in the selection of an information system. Irrespective of the specific goals, information systems are selected according to their ability to help an organization accomplish tasks more easily, which is likely the overall goal of the organization. The organization’s goals determine what system should be implemented.
Stakeholders play a pivotal role in the information system selection and acquisition process. There are many different types of stakeholders in the health care industry. External stakeholders include competitors, government agencies, and patients. Interface stakeholders include the organization’s board, taxpayers, and other contributors. Finally, internal stakeholders include managers and support personnel. Each of these different types of stakeholders impacts the information system selection and acquisition process in a different way. Some stakeholders are more significant that other in the decision-making process, as they may provide funding or support of some sort to the organization. Those stakeholders who invest in the information system have a say in what system will be selected, as a way of ensuring that they are not making a bad investment. Other stakeholders are only concerned with how the new information system will serve their interests, while not necessarily being financial contributors. Then, there are stakeholders who have special interests in the organization, or who are otherwise affected by the organizations success and therefore play a role in the selection and acquisition process. Considering each of the organization’s stakeholders is important when selecting and implementing a new system.
While choosing an information system may be a daunting task, there are steps to facilitate the process. The organization’s goals are the key determinants of what information system to select. So long as the organization has clearly identified goals and is aware of its need for a new and improved information system, the selection and acquisition process should be greatly simplified and require much less time and resources.
Practice Fusion VS Allscripts
Practice Fusion is an integrated system that includes the Electronic Health Record (Charts Pro/Web EHR), Billing, and Practice Management systems. Each system can be purchased separately depending on the needs of the clinic. However, the Practice Fusion system is a fairly easy to use, dashboard design, and mobile tools accessible system that creates a well-balanced, well-rounded application, operational and technological functionality.
The first difference between Allscripts and Practice Fusion that I immediately noticed was in the website design. Practice Fusion was simple, easy to navigate, informative but not overly wordy, while Allscripts’ site was harder to navigate and find what I was looking for. Allscripts presented a lot of business accolades and industry information. Allscripts offer more in terms of products and specifically designed solutions. Therefore, it was more complicated to get basic information, or even comparable information.
Similar to Practice Fusion, Allscripts Professional is a comprehensive EHR and Practice Management/Claims Processing Solutions bundled into one. Allscripts offers hundreds of pre-loaded templates in more than 20 specialties. Practice Fusion offers templates but only provides a few specialties.
The Allscripts Company has vision, ROI potential, integration, technology, and viability criteria in spades. They offer on-sight as well as web-based, instructor-led training. An e-course is also available and is a budget friendly method of initial and ongoing training. Training Consultants are also available that will work closely with your team to identify, develop, and implement a unique training plan and curriculum (Allscripts, n.d.)
Allscripts is perfect for middle to large sized clinics. They are very connected and offer interoperability. They are connected to over 50,000 pharmacies. I am sure that the Allscripts Company will continue to go far and have much success in their field.
Depending on the needs and understanding the applications, technology, and operations of your organization will help in making the right decisions when acquiring an EHR system