You are the project manager leading a project of consolidating five HIM departments into one. You identified problems in the current process to be inefficiency, fragmented record keeping, costly error-prone record retrieval, inconsistent patient satisfaction and technological gap.

The Questions:

G.Identify internal stakeholders for your process improvement project based on the table and the information that follows.

1.Explain the roles and responsibilities of each of the stakeholders identified.

2Complete the RACI chart.

Name and Title	Background and Leadership Style
Emma Lane, RHIA South director	Background: Emma is a recent graduate, trying to learn the field and get acclimated to her job. She understands the transition and supports it because she is ready to meet new people and work with more experienced managers. Leadership Style: Emma leads with a very relaxed leadership style and allows employees the freedom to do their work without her overseeing their day-to-day operations. She allows a flexible schedule if employees work their hours and get work done. She is open to a flexible schedule or remote work where possible. She works remotely two to three days a week. Emma also tends to show favoritism toward certain employees within her department.
Kelly Vasquez, MHL, RHIA Downtown director	Background: Kelly recently moved from another state. She does not mind relocating and supports the change. She has experience with departmental and organizational mergers and thinks this is a great next step. Leadership Style: Kelly leads her employees using a laid-back style, and she trusts employees to do their work on time without constant guidance and supervision. However, she is always available to guide when needed. She prefers that employees resolve their work-related differences amongst themselves.
Marty Sanchez, RHIT Children's director	Background: Marty is an internal employee who has been with the department and worked his way up to his current position. The organization paid for his education. He intended to get his undergraduate degree and one day retire from the company, but now he is not so sure. He feels the company is not considering the employees in the move. He is also worried about working collaboratively with the other directors because he has the least amount of formal education. Leadership Style: Marty leads with an authoritarian leadership style and likes employees to stay on task and maintain a high level of productivity. Marty prefers that his employees to come to him if they have work-related disagreements.
Jenna Crumpton, RHIA, CCS North director	Background: Jenna has been with the company for over 15 years. She is not happy about the move to a centralized location due to the extended commute. She will have to travel over an hour to work. Leadership Style:Jenna is a very flexible manager, and due to her concerns with commuting and the need for flexibility is very open to flexible schedules for her employees and telecommuting. She will help resolve employee conflict if asked to intervene but otherwise lets employees resolve issues themselves.
Donna King, MBA, RHIT Long-Term Acute Care (LTAC) director	Background: Donna has been with the company for over 20 years. She is not happy about the move to a centralized location, and she does not want to learn the new technology. She fears her job will be eliminated. She is considering retirement. Leadership Style:Donna is a very hands-off manager and does not worry too much about employee productivity. She does not encourage change. She allows her employees to work at their own pace and can sometimes get involved in employee conflict, which creates more drama for the department.

• FCH Leadership: Hospital leadership suites are located at the North campus, and most business is handled virtually. The leadership team does not have a personal relationship with the employees at the other campuses, and they are not aware of the cultural differences among employees. Leadership is currently working to implement several major projects: transitioning from a hybrid to a fully digital EHR, merging the five HIM departments into one centralized department, and moving employees from working in-house to working remotely.
• Physicians: The hospital has encountered difficulty recruiting young physicians due to antiquated technology and processes. The transition to the new EHR will improve recruiting efforts by providing more efficient and productive technology. The seasoned providers (physicians and nonphysician practitioners) have expressed resistance to the transition to a fully digital patient record due to the time required to train. These seasoned providers believe that patient care will be affected as they train on new skills outside of their traditional roles.
• HIM Leadership: Training on the new EHR will cause downtime within the departments that will affect the organization's revenue stream. Each department director will work with the new HIM system director to create downtime procedures to ensure essential functions are completed during the transition period. Management will also have to reassign roles for positions that will become obsolete.
• HIM Staff: There has also been resistance to the transition to the new EHR from the HIM staff. The staff are concerned about the possible reassignment of duties and reduction in staff. This fear has affected their daily work performance and morale. Some employees are threatening to quit or retire because of the changes that are expected as a result of transitioning to a fully digital record. As with the physicians, there are seasoned employees and new graduates who have different opinions about the transition.