ETEC 6223 Strategic Planning

ETEC 6223 Strategic Planning

Project Description:
Abstract
The project for ETEC Strategic Planning was to create a technology strategic plan for the
Shoulder Center of Arkansas. The Shoulder Center of Arkansas is an orthopedic doctors office
in Fayetteville, Arkansas that focuses mostly on shoulder and elbow ailments. The strategic plan
helped the office fulfill their technology vision. After discussing and evaluating the office needs
it was determined that the current record keeping system was in need of technology
advancement. Through professional development and new hardware and software a planned was
developed to ensure to improve the overall quality of the office. A final plan focusing on these
areas as well as an evaluation plan to focus on the implementation of this plan were created in
order to see the successfulness of the technology strategic plan.

Strategic Plan
The strategic plan created for this project was for the Shoulder Center of Arkansas. The
purpose of the strategic plan was to increase the use of technology in the office in order to raise
productivity and overall ease of work. A stakeholder analysis was done in order to determine the
major players in this decision making process. It was determined that the ten employees were
main stakeholders with the patients in the office also being affected. After the stakeholders were
determined, a group of participants were invited to take part in a needs assessment. Since the
total employee number of the office was ten, everyone was included in the Needs Assessment
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ETEC 6223 Strategic Planning

Committee. Each member brought their own individual characteristics to the table, from the
regular every day users of technology to the individuals who only used technology when faced
with no other alternative. At first bridging this gap seemed like it would be difficult, however,
brining everyone together for one idea made achieving the ultimate goal more realistic. The
technology vison was formed: The Shoulder Center of Arkansas will pursue the use of
technology to maximize the effectiveness and productivity of the entire office.
The main questions that were asked to determine needs were 1) What are the main
issues faced daily when attempting to fill the professional and medical needs of clients. 2) Can
the process of record keeping be made easier? 3) What are the main changes or improvements
that need to be made? Each of these questions were important to help the Needs Assessment
Committee determine exactly what needed to be done inside of the office. Certain methods were
used to determine proper answers to these questions. Each member played an important role in
determining a complete answer the questions. To answer the question of What are the main
issues faced daily when attempting to fill the professional and medical needs of clients? the
methods the Delphi Survey and Concept Mapping were used. To answer the question of Can the
process of record keeping be made easier? the methods of Survey and Nominal Group
Technique were used. To answer the question of What are the main changes or improvements
that need to be made? the methods of Survey and Focus Group Interviews were used. Surveys
play an important role in finding the answers to many questions. When compared to face to face
interviews, people tend to answer more honestly when asked questions by an anonymous survey.
They feel their answers would not be able to negatively affect their current work situation.
Throughout the meeting process many ideas were brought up as to having problems
inside of the office. Using multiple methods including surveys and interviews many issues were
determined to have direct results on the daily procedures of the office. After reviewing all of the

ETEC 6223 Strategic Planning

issues at hand, and discussing any new information that was brought up during any meeting, it
was determined that the main factor that effected everyone in the office was records keeping. It
was agreed upon that solving the current issue with the records keeping system would help the
overall daily flow of the office. Having a more universal, more easily understood, and more
efficient records system would benefit everyone in the office. The final statements of needs is
that to solve issues in the office and increase overall workflow, a new records keeping system is
needed.
An analysis was done of the current records system. Five questions were asked to further
analyze the current records keeping system. The questions were 1) What is the current form of
record keeping? 2) How much total data is kept? 3) How often is the current system used? 4)
What does the current system not offer? 5) Are there any user limits/benefits to the current
system pertaining to areas such as ease of use and overall performance? These questions were
answered by using observations, interviews, and surveys. The interview questions asked to the
employees were: What is the current form of record keeping? What all is kept in the records
system? How often do you use it? How comfortable do you feel using it? Is there anything you
would change about the current system? What is your favorite thing about the current system?
The survey questions were: How comfortable do you feel using the current system? Is there
anything you would change about the current system? What is your favorite thing about the
current system?
The data from each type of questioning tool was analyzed and then the results were
compared and the related main ideas were identified. The current record-keeping system is an
internal system called E-file Cabinet. The data kept includes all of the current patient personal
information, their medical history, and office visit notes. The system is used constantly
throughout the entire day. It is used while every patient is in the office and it is used to review

ETEC 6223 Strategic Planning

patient information to create new appointments and future procedures. The current system does
not offer a check in system to see what patient is in the office, it does not offer scheduling, and it
does not offer immediate access for all of the users in the office. Another problem with the
current system is that all paper documents have to be physically scanned in one at a time.
Everything is hand written and can be difficult to read once scanned into the system. The benefits
to the current system are having everything online, it is very user friendly, and it is very simple
and straightforward. All ten employees of the Shoulder Center of Arkansas use the current
system. Most all members want a system that does not rely on hand written data, that is easily
accessible, and user friendly. The data collected showed that the current system is an internal
system that is based upon hand written forms being physically scanned into and e-file program.
The current system does not allow everyone immediate access to the information. New and
updated forms have to be scanned into the system that can take multiple days before it is
completed. If an employee needs specific file before it is scanned in, then the original copy is
passed around. This can result in copies being lost and misplaced frequently. Most all of the
employees have experience with other online record systems. These systems start with a patients
information being typed into forms during their first visit. After a visit, employees update the
patient information and this information is instantly available. The Shoulder Center of Arkansas
based their need for a new system on previous experience. They know what benefits the other
systems have when compared to their current system.
After making the collective decision that a new record system was needed. Steps were
taking to put that program into place. This included reviews of potential records keeping systems
and the reviews of budgets. Reviewing the budget was a key characteristic in determining the
end result of the strategic plan. The office did not want to sacrifice giving up a large amount of
potential income for relatively the same results. After meeting with the employees and explaining
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ETEC 6223 Strategic Planning

the potential overall improvements and comparing the current budget to what the new budget
would be, helped to ensure the strategic plan would be cost effective. I compared the current
budget and broke down the expenses into three categories: actual financial resources (money
spent) on the current records keeping system, money for current equipment, and money for
current employee salaries. When comparing all three areas it was shown that although the
financial resources spent may be slightly higher however, the other areas would be lower. The
ways this would be lower would be less hardware needed, and they would not have to hire
additional employees to increase office productivity to meet the standards of the new records
system.
An action plan was created for the implementation of the strategic plan. The action plan
discusses multiple areas in which task need to be completed in order to ensure a proper
implantation of the overall strategic plan. Certain gaps need to be closed in the areas of software,
staff development, maintenance, and financial planning. Introducing new software into the office
will greatly increase productivity. The new electronic record keeping software will be easily
implemented. This software plays into the staff development. Initial meetings will take place to
explain the software and how it will be used. Additional training sessions will be scheduled
monthly to ensure the overall comprehension of this software. Maintenance to the electronic
records system will be minimal. Electronic records software systems are maintained through
online updates that can automatically take place if desired. This is the best way to ensure the
software is always current. The addition of an electronic records system appears to initially cost
more but after the reduction of the multiple programs it will cost about the same. Although the
cost will be approximately the same, the benefits of the new system severely outweigh that of the
old records system. To increase the old systems capabilities and productivity more money would

ETEC 6223 Strategic Planning

have to be spent resulting in a higher cost than the new record keeping system. The action plan
should take approximately one year to fully implement the new software.
To ensure the proper implantation of the new technology strategic plan an evaluation plan
was needed. There are two main ways to ensure that the plan is on track: One on One Interviews
and Surveys. The interviews should be given to the main people involved in the new plan. The
ones who have the most use with the technology such as the Medical Administrative Assistants,
the X-ray Technologist, and the Business Administrator. These specific people would be able to
tell the biggest difference from before and after. At the end of the implementation period an
anonymous survey should be given to see how each person truly feels the new plan has worked.
Has it made things easier? Is the business more efficient? Are employee jobs made easier? These
are examples of some of the questions that could be asked. The implementation of the evaluation
plan should take approximately one year. This would give an appropriate amount of time to
ensure the program has taken full effect and it can be compared accordingly to the old style that
was used. The office manager will be responsible for ensuring training occurs, and software is
installed, as well as every other aspect of the evaluation.

ETEC 6223 Strategic Planning

Program Identification:
Standards Management
4.1 Utilize project management techniques during the creation and implementation of
instructional technologies
This standard was met multiple times throughout this project. To begin this project there
was multiple forms communication in order to set up meetings and discussions including emails
and phone calls. The phone calls and emails helped to exchange information when a meeting
wasnt needed or to set up further meetings for discussions. Communication was a key part of
this project. Since this was their strategic plan and I was helping them to decide what they
needed in their daily office life. Prior to every meeting I created agendas for the information that
was scheduled for discussion in that particular meeting. The agendas helped to ensure that the
meetings stayed on tracked and the time of employees was spent productively. I also created
timelines for each of the steps to be taken on the project. This gave each individual a realistic
view on how long the process would take. They had to understand this would not be a quick
process. It would take time to ensure the plant was implemented properly and was successful.
During the time spent with the Shoulder Center, surveys and questionnaires were used. These
surveys and questionnaires were created to receive feedback from the employees about a
particular topic. Receiving employee feedback would ensure that the plan was attempting to fix
the proper problem. As well as ensure that everyone had the same understanding and was in
agreement on the next steps. Some examples of the questions were: 1) What is the current form
of record keeping? 2) How much total data is kept? 3) How often is the current system used? 4)
What does the current system not offer? 5) Are there any user limits/benefits to the current
system pertaining to areas such as ease of use and overall performance?

ETEC 6223 Strategic Planning

4.2 Effectively manage projects with multiple components. This includes the ability to
budget, evaluate, and further the project
This project included multiple stages to fulfill the completed plan. This included a vison,
needs assessment, action plan, evaluation plan and budget. Based upon discussion, the following
technology vision was formed: The Shoulder Center of Arkansas will pursue the use of
technology to maximize the effectiveness and productivity of the entire office. This vision was
set forth to help the overall practice of the office. This vision was written after meeting with all
involved parties and determining exactly what was their ultimate goal for the entire office. The
needs assessment was similar to vision. After discussing exactly what was needed to make these
improvements to the office. After viewing the technology vision, I asked them now what changes
need to be made to meet this vision. After discussions and multiple ideas it was agreed on that
the records keeping system was the area that needed the most improvement. The action plan was
set in place to help the office reach their goal. Implementing a new strategic plan took planning.
This action plan outlined the new software that would be implemented, the training sessions, and
when meetings would take place to ensure that the plan was being properly applied to the office.
The action plan would take approximately one year to complete. The evaluation plan was created
to ensure that the action plan was successful. The evaluation plan included interviews and
surveys. Both of which would take place while the plan was being implemented. The questions
for both the surveys and interviews would relate to how well the action plan was going. Such as,
how well is the training preparing you for your job? Do you feel any changes could be made to
help? And how does the new system compare to the old? A mixture of surveys and interviews
would be use because people tend to answer more honestly in a survey as opposed to an
interview. Also included in the strategic plan was a budget. The budget was created by listing the
items that would be needed such as the new software and the prices that it would take to
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ETEC 6223 Strategic Planning

purchase the software as well as the training for the employees. This cost of software was the
main item on the new budget. If the office wanted to increase their efficiency and make their
current system remotely comparable to the new software they would have to make changes. This
would add additional items to their old budget such as new employees and new hard ware to
meet the needs. When comparing the two budgets the new software would be less expensive and
more productive.
4.3 Manage multiple resources. This includes the ability to justify the allocation of funds,
document cost effectiveness, and the utilization of staff, time, supplies, and/or instructional
resources
The budget for this project was a very important focal point. The office did not want to
sacrifice giving up a large amount of potential income for relatively the same results. After
meeting with the employees and explaining the potential overall improvements and comparing
the current budget to what the new budget would be, helped to ensure the strategic plan would be
cost effective. I compared the current budget and broke down the expenses into three categories:
actual financial resources (money spent) on the current records keeping system, money for
current equipment, and money for current employee salaries. When comparing all three areas it
was shown that although the financial resources spent may be slightly higher however, the other
areas would be lower. The ways this would be lower would be less hardware needed, and they
would not have to hire additional employees to increase office productivity to meet the standards
of the new records system.
The office manager was very helpful in utilization of resources. Prior to any meeting I
would communicate with them the best times that would be possible to fit all schedules.
Attempting to coordinate schedules of large numbers of people can be difficult. However, they
were able to make sure everyone was able to attend all meetings when scheduled, as well as
ensure that there was a specific location that everyone would meet. Having these specifics lined
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ETEC 6223 Strategic Planning

out prior to my arrival help to make efficient use of everyones time. The office manager also
helped to make sure that all the supplies that was needed was available. If I had a particular
handout needed for discussion, I could email the file and they would have them printed in the
proper quantity and ready for the meeting. Open communication with the office manager was
very helpful in ensuring the most cost effective ways to complete a goal as well as maintain the
utilization of staff, time, and supplies.
4.4 Implement and manage various delivery systems of instructional technology. This
includes the ability to attend to hardware and software requirements, technical support for
both users and developers, and process issues such as guidelines for learners, instructors,
and support personnel
A change of hardware and software was vital to this technology plan. Additional
computers were needed as well as a new software program to maintain the online patients
records. Using an online source to purchase the new software also was helpful in receiving the
software as well as receiving technical support. I was able to assist in the initial installation of the
software. This took place on approximately 12 computers. After the instillation of the software
was successful I was also to take part in the initial training session. I assisted the new users in
familiarizing themselves with the new software. There was an obvious difference in learner
abilities. The users that had had previous experience was able to familiarize themselves with the
software rather quickly. For the ones that had little to no experience I helped them to slowly
understand different areas of the program that they would be using. The online source provided
different levels of technical support in order to maintain the maximum level of effectiveness. The
company would offer further training as well as technical support for trouble shooting any
problems that may arise from everyday usage.
Standards Evaluation

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ETEC 6223 Strategic Planning

5.3 Develop an assessment plan to show evidence of an instructional problem or

opportunity for organizational growth
After a review of the needs of the Should Center of Arkansas, an assessment plan was
developed in order to bridge the technology gaps that were evident in the everyday life of the
office. These gaps included software, staff development, maintenance, and financial planning.
Developing a way to close these gaps would prove to make the office more efficient. Those gaps
will be closed by the addition of the new record keeping software, the individual level staff
training, routine maintenance to ensure the software is up to date, and an effective budget that
maximizes every dollar spent. The implementation plan for the Shoulder Center of Arkansas
should take approximately one year. Once fully implemented, the Shoulder Center will be able to
fully see how the technology plan has positively changed the way the office operates.
5.4 Develop a long-range plan for the advancement of technology in an organization or
institution
In creating this technology plan I developed a long range plan for advancement for this
organization. This plan shows different goals and strategies to achieve these goals to ensure that
the plan is properly implemented. The goals of the organization is to have everyone trained and
efficient in the software program, reduce the number of calls into the support sight, and to
effectively use the software to its fullest capabilities. They feel that the addition of this software
will enable them to focus more of their time and efforts caring for the patient instead of dealing
with medial paperwork for patient records. Some of the strategies for achieving these goals are to
continue training on the software during the year of implementation. Training is a key element in
ensuring that everyone understands the new software. Other strategies include meetings,
interviews, and surveys that are conducted during the year following the implementation. Being
honest with any problems or success stories will help to keep the program working to its fullest

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capabilities. The meetings will help to ensure that technology plan meets its goals and helps to
make the quality of daily life of the Shoulder Center overall better.
Educational Reflection:
Working with the Shoulder Center of Arkansas proved to be very beneficial. It was very
helpful to see how a doctors clinic of that size can influence the daily lives of large quantities of
people. This project showed how technology can benefit multiple areas organizations. Seeing in
first person that an increased observance of how technology can help a group helped me to see
more areas where technology may be lacking. This project showed me how to utilize project
management techniques such as emails, phone calls, meetings, agendas, and timelines. Each one
of these played an important role in organizing an effect technology strategic plan. I learned that
there are many aspects into creating a proper technology strategic plan. This project showed me
how to use multiple plans, assessment, and processes to create the final product. Those plans
include a vision plan, a technology plan, a needs assessment, an evaluation plan and a budget
report. I learned how to use each of these valuable resources to create a successful strategic plan.
I currently work for Tyson Foods and I feel I would be able to use the lessons I learned
during this project to further impact my company. Tyson Foods has a mindset of Continuous
Improvement, most all task can be improved. At certain times employees get pulled off of their
normal duties to help take part in a Continuous Improvement Project. I feel that a technology
strategic plan would fit very well inside of the Continuous Improvement department. I think that
taking a method that creates an end product and making that method better and more efficient
would help any company. I feel because I have this knowledge an understanding of a technology
strategic plan that I would become a vital asset to the Continuous Improvement Group. It would
not matter what the task was at hand that needed improvement. Following the same basic steps

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ETEC 6223 Strategic Planning

and utilizing the same tools, I could analyze the information and determine a plan of action for
improvement.

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