Project Staffing Management Proposal

PROJECT STAFFING MANAGEMENT PROPOSAL

As an HIM assistant director, I have been tasked with planning and managing the conversion of medical record filing systems at two outpatient facilities within our healthcare system. This project involves detailed analysis of staffing needs, timelines, and best practices for successful implementation of terminal digit filing systems. Proper project management ensures that these transitions occur smoothly, efficiently, and within the designated timeframes, thereby supporting the facility’s operational integrity and compliance standards.

The first facility, Orthopedics of Central Omaha, aims to convert 8,950 medical records from alphabetic to terminal digit filing, with work commencing on Friday afternoon after hours and concluding by Monday morning. The second facility, Eastern Omaha Neurology Center, intends to convert 54,760 records with a longer timeline, starting Friday afternoon and concluding by Sunday evening. For each project, determining the appropriate staffing levels and work schedules is critical to meet deadlines without compromising accuracy or staff workload.

Analyzing Project 1: Orthopedics of Central Omaha

The task involves converting 8,950 records, each requiring approximately 2 minutes for the process. The front office staff comprises 8 FTEs. The project starts at 5:00 p.m. Friday and must be completed by 8:00 a.m. Monday. The first step involves calculating the total hours needed for the project.

1. Project Duration Calculation

Total minutes required: 8,950 records × 2 minutes = 17,900 minutes.

Total hours: 17,900 minutes ÷ 60 = approximately 298.33 hours.

2. Work Shift Planning

The available time window is from 5:00 p.m. Friday to 8:00 a.m. Monday, totaling approximately 45 hours (from 5:00 p.m. Friday to midnight Saturday: 31 hours, plus Sunday 12:00 a.m. to 8:00 a.m.: 8 hours, summing up to roughly 39 hours). However, considering the need for breaks and variability, an estimated 36 operational hours may be feasible.

However, since only 36 hours are available, and the total work required is approximately 298 hours, shifts must extend into evenings and possibly night hours to meet the deadline.

3. Staffing Needs

If all work is to be completed within roughly 36 hours, the amount of work per hour is 298 hours. Dividing total hours by the available time frame: 298 ÷ 36 ≈ 8.28.

Thus, approximately 9 staff members working concurrently could complete the project within the window if shifts are staggered extensively, including evening and night shifts. Given 8 FTEs, allocation must include multiple shifts, a combination of day, evening, and potentially night hours.

4. Can the work be completed during day shifts alone?

Given the limited timeframe and the total work hours required, solely daytime work is insufficient. To meet the deadline, additional evening or night shifts employing existing staff or temporary personnel are necessary.

Analyzing Project 2: Eastern Omaha Neurology Center

This facility has 54,760 records, each requiring 3.5 minutes to convert. The work begins Friday afternoon at 2:00 p.m. and concludes by 8:00 p.m. Sunday. We proceed with similar calculations.

1. Total hours expected

Total minutes: 54,760 records × 3.5 minutes = 191,660 minutes.

Total hours: 191,660 ÷ 60 ≈ 3194.33 hours.

2. Available total time

From Friday 2:00 p.m. to Sunday 8:00 p.m. is approximately 54 hours. UNESCO.

Minimum hours per day: approximately 27 hours per day, considering 2 days and 14 hours.

However, actual working hours are less, as staff cannot work continuously without breaks, highlighting that the actual workable hours might be closer to 50 hours considering realistic work hours.

3. Staffing requirements

Dividing the total hours (3194 hours) by the available timeframe of about 50 hours yields approximately 63.88, implying that more than 60 staff members working simultaneously are required to complete the project on time.

4. Feasibility of completing during day shifts only?

Clearly, completing this extensive task within the limited timeframe without evening and night shifts is impossible. Therefore, multiple shifts, including evening and possibly night hours, employing sufficient staff, are crucial.

Discussion of Best Practices for Electronic Health Record (EHR) Conversion and Staffing

Successfully converting paper-based records into electronic health records, or switching filing systems as in these projects, requires meticulous planning, effective human resources management, and strategic technology implementation. Best practices include conducting thorough project scope assessments, stakeholder engagement, and defining clear project timelines with contingency buffers (Wang et al., 2020). In terms of staffing, utilizing detailed workload analysis, estimating human resource needs realistically, and providing robust training are vital to minimize errors and facilitate smooth transition (Yeo et al., 2019).

During system conversions, particularly terminal digit filing replacements, data integrity is paramount. A phased implementation approach with pilot testing helps identify issues early. As per Lewis et al. (2018), establishing cross-functional teams ensures diversified expertise, which improves problem-solving and reduces project delays. Adequate staffing during peak phases prevents bottlenecks, especially when working within constrained timelines. Use of temporary personnel or overtime shifts is common to achieve deadlines without compromising staff work-life balance or service quality.

Human Resources Planning for EHR and Filing System Conversions

Effective human resources planning involves conducting workload analysis to estimate the number of staff required, considering project scope and timelines (Sharma & Kuo, 2021). It is essential to identify tasks suitable for current staff versus those requiring temporary hires, apprenticeships, or outsourced services. Ensuring staff competence through targeted training minimizes errors and enhances productivity.

Workforce scheduling should balance workload to prevent burnout, especially for extended projects. Flexibility in shift timings and supporting staff with adequate breaks boost morale and efficiency. Moreover, contingency planning, including backup staffing options, helps accommodate unexpected delays or technical issues.

Additional Key Considerations

Implementing change management strategies fosters staff buy-in and eases transition-related resistance. Communication of project goals, progress updates, and recognition of staff efforts are recognized best practices (Cohen et al., 2017). Investing in proper hardware, software, and ongoing training is essential for successful EHR conversion and system upgrades. Ensuring compliance with healthcare regulations and data security standards is fundamental during any records transition process.

Conclusion

The detailed analysis of staffing needs for the two outpatient facilities illustrates the importance of meticulous planning and flexible scheduling to meet strict project deadlines. Given the substantial volume of records to convert, extending work hours into evenings and nights, employing additional temporary staff, and employing best practices in project and human resources management are necessary components for success. In the broader context, these projects underscore the significance of strategic planning, interdisciplinary collaboration, and process optimization in healthcare records management.

References

• Cohen, M., Sanguinetti, J., & Blais, R. (2017). Change Management Strategies in Healthcare IT Implementation. Journal of Healthcare Management, 62(2), 90-99.
• Lewis, D., Walker, T., & Roberts, K. (2018). Best Practices for Medical Record Transition Projects. Health Information Management Journal, 52(3), 152-159.
• Sharma, A., & Kuo, Y.-F. (2021). Human Resource Planning in Healthcare Digital Transformation. Journal of Medical Systems, 45(4), 1-11.
• Wang, P., Lin, M., & Lee, W. (2020). Project Management Approaches for Electronic Health Record Implementations. International Journal of Medical Informatics, 135, 104074.
• Yeo, M., Ong, B., & Lim, A. (2019). Workforce Strategies for Healthcare IT System Transition. Healthcare, 7(2), 68-75.