2.  - Group Project  Class work 30min  - HC Youtube  - Practice Test  - Break-Even Analysis  - Managing the Chaos  -

4.   1- Dana  3- Deja  2-Theresa 4- Nancy   Medical Practice Name: Women’s Specialty Care   Details :  Specialty: OB-GYN  # Of Employees: 10  # Of Physicians: 6  # Of PA's :2  # Of MW‘s: 2  # Of Offices: 3  # Org Type: C-Corp 

5.  1- Diana  3- Hana  2- Devon 4- Cailin   Medical Practice Name: Community Care of New Castle County   Details :  Specialty: Family Medicine  # Of Employees: 14  # Of Physicians: 9  # Of PA's :3  # Of NP‘s: 3  # Of Offices: 2  # Org Type: LLC 

6.  1- Natalia  3- Irene  2-Norberto 4- Alyssa   Medical Practice Name: Pediatric Physician Care   Details :  Specialty: Pediatric  # Of Employees: 10  # Of Physicians: 6  # Of PA's :2  # Of MW‘s: 2  # Of Offices: 3  # Org Type: C-Corp 

7. 1) Plan for how to grow patient base/how to receive more patients from local PCPs  2) Retention strategy  3) Flow charts for structure of organization  4) Break-Even  A) # of Encounters

9.  The break-even point (BEP) is the point at which cost or expenses and revenue are equal: there is no net loss or gain, and one has "broken even".  Break-even analysis calculates what is known as a margin of safety, the amount that revenues exceed the break-even point.

11.  These are costs that are the same regardless of how many items you sell.  All start-up costs, such as rent, insurance and computers, are considered fixed costs.

12.  These are recurring costs that you absorb with each unit/service you produce.

18.  Rapidly changing  Changes in healthcare are as complex as healthcare itself  Pace at which changes are occurring is increasing

19.  First order change- leaves the underlying system relatively unchanged such as when new reports are created  Second order change involves a redefinition or re-conceptualization of the business of an organization and how that business is conducted.

20.  When the challenges of second-level change are not sufficiently anticipated and prepared for it can result in failure of HIT implementation.

21.  Define a vision  Share the vision  Define clear goals (clinical and revenue-related)  Decide that failure is not an option

22.  Establish a clear line of decision support  Adapt as needed along the way  Evaluate computer skills of users and provide support/education

23.  Consistency throughout implementation  Establish a sense of urgency  Empower others to act on the vision  Ability to institutionalize new ways of doing things within the organization

24.  Must give consistent strong support to the project  Should act based on current information  Avoid making decisions based on personal objectives

25.  Frontline healthcare providers must be involved from the very outset of the project  They must also be engaged on an ongoing basis

26.  Complete failure- a new system that is either never implemented or implemented and then abandoned  Successful implementation- meets the key goals without experiencing significant undesirable outcomes  Partial failure: more difficult to define since subjectivity enters into the assessment

27.  Technical shortcomings  Project management shortcomings  Organizational issues  The continuing information explosion (Lorenzi, N. & Riley, R., 2003)

28.  There will be setbacks  There will be resistance

29.  Any significant HIT project will encounter resistance. The differences lie in the degree of resistance which is met.  In organizations where morale is generally good and where there is a history of having managed change well employees are more open to a proposed system change (Young, 2000).

30.  Not useful when it leads to conflict and diverts time and attention from the goals of implementation  Useful when it helps to identify flaws in a system

31.  Keep your ear to the ground throughout the change process  Give front line users a voice  Respond to their concerns  Distinguish between organizational noise and real problems

32.  Users go from being experts in whatever system or version they were using before to no longer feeling so competent  Associated stress

33.  Is the value added consistent with the amount of resources expended?  What did the system really cost?

34.  Approach it in a way that minimizes risk and maximizes the potential benefits  Use strategies and methods that will lead to that end

35.  Provide consistent, strong leadership  Use change management strategies  Decide that failure is not an option  Get front line users involved from the very beginning  Expect the unexpected & adapt as needed

36. The degree to which organizations are prepared for change and the ability they have to change rapidly and effectively will determine how successful they are at using HIT to meet their organizational objectives.

41. Practice Register Appointments Co-Pay Register Appointments Co-Pay Domain Charting Charge Entry Orders Domain Charting Charge Entry Orders PM Optimal Workflow EMR