ABSTRACT
Operational readiness will require a carefully planned and well-defined structure to successfully prepare for change and drive results. Operational readiness workflows and work queues should become agenda items for the weekly operational workgroup meetings. The operational readiness leads will serve as the bridge between the electronic health record (EHR) team and key operational areas. That person should help translate technical milestones and efforts into understandable terms for end users and local level leaders. The operational readiness lead will help ensure organizational preparations are underway and completed on time. Integrated workgroups represent horizontal, cross-functional departments or areas that do not reside under a single department or leader. A strong communication plan must include tools, resources, and support documents to help staff through that transitional phase and clarify what the real impacts of the new EHR system will mean to them.
