Top 5 Stakeholders for Healthcare Technology Implementation

Quick Summary

From physiological monitoring systems and workflow applications to real-time location systems (RTLS) and electronic health records (EHR), medical technology is a thoroughly integrated and vital component of our healthcare system. As U.S. healthcare systems become more complex, it is increasingly important to invest in new technologies that empower healthcare providers to meet patients’ needs.

Since healthcare technology is so ingrained in our day-to-day treatment modalities, it can feel overwhelming to contemplate overhauling and improving tech systems. That’s where an integrator like Lone Star Communications comes into play. Integrators facilitate communication between different medical center departments and help ensure system-wide tech implementation runs smoothly.

But success is never guaranteed. Engaging key stakeholders—from different parts of the organization—throughout the process is a necessary step of any technology implementation project.

Please keep reading to learn more about the five organizational stakeholders. Integrators must collaborate with stakeholders to engage the clinical team, including anyone who might use the new system as part of their job. You’ll want to involve a range of clinicians, such as:

Getting their buy-in is critical since they’ll use the technology day in and day out. Their opinions and points of view are invaluable. You also want to get the Clinical Application specialist—or someone in a similar informatics role—involved at the beginning of the tech implementation process. Having the right clinical leaders immersed early on will save you time at the end of the project.

Clinical role: Clinicians can give you a clear idea of how workflows typically function and whether there are common pain points the tech—real-time location systems, for example—should address. Clinical team members also have unique insights into staffing, staff education levels, and training needs.

Key takeaway: Identify “super users” who are technically savvy and train them instead of doing catch-all training for all clinicians. Nurse educators can be an excellent source for identifying nursing staff interested in learning the new technology.

Remember: Make a point to engage with clinicians at all levels. Leadership is essential for budgeting information, for example, while frontline team members are intimately familiar with workflows.

Remember, not all clinicians will have the same technical knowledge or information about the tech implementation plan. When you meet with frontline clinical staff, take the time to explain their new equipment, what’s going to be installed, and how this technology may interact with existing equipment.

2. Information Technology: The Technical Linchpin

Most often, the information technology (IT) team oversees the implementation of new technology. Spearheading implementation and setting deliverables, this department needs to have a clear understanding of the following:

IT’s role: IT is essential because they are best positioned to navigate how a hospital’s different technologies are interconnected. Ideally, IT should be able to tell you what devices are interfaced, though this isn’t always clear in large integrated digital networks.

Key takeaway: Some hospitals will have an IT project manager who can serve as your point person during the implementation process. It’s critical to find IT people within the organization who have both a macro view of how processes are set up and a micro view of the final user experience.

Keep in mind: The level of connection and communication between IT and clinical teams varies greatly among different hospitals. As an integrator, you’re uniquely positioned to act as a bridge between departments that may not interact frequently or have established communication channels.

3. Informatics: The Bridge Between Medical and Tech

Informatics specialists build bridges between different departments and are essentially translators between clinical and IT departments. While informatics is a specialty that’s only been around for approximately 30 years, it’s increasingly popular and necessary—especially in large hospital systems.

Informatics’ role: The informatics specialist is someone who will always consider the bigger picture, whether that is increasing efficiency, reducing error rates, or optimizing work execution.

Informatics should ensure that all parties are on the same page regarding the following:

Informatics is also indispensable from a quality assurance or oversight perspective. These days, many organizations have Chief Medical Informatics Officers or Chief Nursing Informatics Officers who can lead the way and get everyone on the same page when a new technical project is underway.

Key takeaway: Informatics may be housed under IT or under Clinical, so look for the bridge-builders throughout the organization. Some hospitals may not have developed informatics departments at all, so you may need to take on the role of the primary integrator.

Keep in mind: Communication between various departments can be difficult due to differences in language and terminology. IT, for example, may speak in a highly technical way that isn’t familiar to the clinical team. Clinicians frequently communicate using medical jargon and acronyms. The informaticist should translate important information for key players in both departments.

4. Biomedical Engineering: The Go-To for Patient Equipment

Biomedical engineering (BME) manages all the medical devices patients could encounter. From IV pumps to cardiac monitors to ventilators, BME needs to:

This team is essential when installing new technology or interfacing with existing equipment. Depending on the facility, BME, rather than IT, might own some of the technology you’re deploying.

BME’s role: Already familiar with various departments, devices, and equipment, this team can act as your guide within the facility.

Key takeaway: Make a point to establish a relationship with BME early in the implementation process. You’ll likely need to troubleshoot issues with them down the line when things aren’t working correctly (which is inevitable); this is considerably easier and more efficient when BME is already looped into the implementation strategy and the equipment they’ll need to procure.

Keep in mind: The BME team is a great resource to help you identify key contacts across a medical center because they interface with all departments.

5. Facilities Management: Important Infrastructure Guides

This department manages the organization’s non-medical equipment and infrastructure: beds, telephones, and lightbulbs.

Facilities management will often be the team to help you onsite if, for example, a download requires completion.

FM’s role: Facilities management is another resource that can help you understand an organization. Because they work with every department in the hospital, they know everyone and understand the “how” of day-to-day processes.

Key takeaway: As with BME, facilities management may help you gain access to the people with whom you haven’t been able to connect. So, tap them as a resource early on.

Keep in mind: Not all organizations distinguish between BME and facilities management. Make sure you know who is explicitly responsible for particular equipment and technology.

Final Thoughts

There are no two ways about it: Each stakeholder is equally essential for technology implementation. They all bring a different perspective.

While there’s no way to guarantee a smooth tech rollout (and some hiccups are unavoidable), getting key players on board early can increase your likelihood of success.

Regina Wysocki is an Informatics Clinical Application Specialist at Lone Star Communications and a thought leader on best practices when working with stakeholders through complex healthcare implementation and digital transformation projects. She’s worked on several technology projects at Houston Methodist and Texas Children’s Hospital.