Much work has been done in the past few years to enhance the business model of the Clinical Technology program in Northern California Kaiser Permanente. Metrics have been established that form the basis of internal benchmarking. This benchmarking activity was a bold, first step in the journey toward a transparent and successful healthcare technology management organization. In a furtherance of that effort, and addressing a serious service delivery concern, the leadership team decided that a comprehensive staffing model should be designed. Taking into account the pioneering work of the professionals at the Association for the Advancement of Medical Instrumentation; the expertise of knowledgeable, published individuals; and the idiosyncrasies inherent in a large, complex, and established organization, the proposed model incorporates various facets of the enterprise and allows for a baseline decision to be made based on a comparison of current state to desired state.
Corresponding author: Chris Ewing, PhD, is the Sacramento Service Area clinical technology manager at Kaiser Foundation Hospitals. He is a professional and educator working in the healthcare technology management field at Kaiser Permanente. His academic background includes a BA in English from Saint Louis University, MA in Education from Central Michigan, PhD in Educational Psychology from Capella University, and a certificate from Cornell University in Executive Leadership for Healthcare Professionals. Ewing is a member of Kappa Delta Pi, the Academy of Management, APA Division 15, and the Association for the Advancement of Medical Instrumentation. He can be reached at email@example.com.
The author declares no conflicts of interest.