Clearly identify key leaders
A lead trainer should also be engaged from the project’s onset. From the provider side, team members must include an administrative champion, physician champion and technical champion. Other leaders may include the CEO, CIO, CMO, medical records manager, transcription manager, marketing manager, security manager and compliance manager.
Select and empower your physician champion for success
All too often, a physician leader is expected to take on the added responsibility without any organizational commitment to provide the time to be successful or reasonable compensation. The physician champion should be available full time during any on-site training period and subsequently at least one to two days per month for continuous process improvement.
Document team mission, vision, and values
Mission: Keep it short, meaningful and memorable.
Vision: Imagine your ideal result and verbally paint the picture.
Values: Each organization must identify core principles, such as safety, integrity, diligence, humility and respect.
Establish rules for communication and decision making
Collaborate and listen to team members and advisors before making your own decision. Don’t expect everyone to agree. Instead of consensus, think about pulling the herd by moving those early adopters that stand between you and the others. Agree on a key stakeholder email list that must be included in all project communications. Be sure that the physician champion and other clinical users are involved in all clinical decisions, such as report templates and workflow protocols.
Establish clear objectives, success measures and timelines
Clinical workflow: Measures include exam time to report delivery time, peer review metrics, percentage of patients who complete required follow-up exams and overall employee satisfaction by role.
Training: Measures include training courses completed, by role and level of expertise attained, per individual, per position and/or per facility.
Business and marketing: Measures include production cost per modality and exam type, accounts receivable metrics, referrers lost or gained, and exam volumes.
Select trainers and solidify a training approach
Establish an ongoing training program for all relevant employees, with tracking by individual and rewards for successful participation. Assess trainees to confirm they absorbed the information, identify knowledge gaps and track results.
Standardize implementation to boost quality and efficiency
The procedure list should include fewer than 1,000 procedures—a bloated list of 3,000 to 15,000 imaging procedures makes every process more difficult and error prone, including scheduling, hanging protocols, pre-fetch rules and report template linking. Your imaging procedure list does not need to match the HIS if the imaging IT vendor supports two way mapping of procedures.
Agree on white-glove inspection requirements
Document that the pre-training procedures have been completed by each key stakeholder. Carefully plan and document the exact procedures to follow and who to contact if help is needed after the vendor is no longer on site.