OUTSOURCING OR INSOURCING: SECURING A SUCCESSFUL CLINICAL ENGINEERING PROGRAM
Getting the maximum benefit from support services is essential for patient safety, customer satisfaction and financial success. A successful clinical engineering program not only assures clinicians the support they require, it provides professional satisfaction and growth for the clinical engineering staff.
This publication will be of value to:
- Clinical engineering service managers, whether in-house or outsourced.
- Healthcare executives considering a transition from an existing provider to an in-house or outsourced service
- Sales people
If you are evaluating improvements to your service, renewing a current contract, changing the provider, or considering insourcing or outsourcing the existing program, then this guidance document can help you:
- Establish mutual expectations
- Develop the foundation for a long-term, successful relationship
- Plan a successful transition
- Improve performance and control costs
- Enhance productivity
- Avoid or minimize many of the problems and conflicts that commonly arise
- Protect all parties with specific details contributing to a strong foundation of communication
- Specify the termination process, including document retention, because all relationships have a lifetime
This comprehensive guideline contains:
- An extensive checklist with a description of frequently overlooked issues. There is a comprehensive list of things to think about, discuss and possibly research before entering into, or while negotiating a transition to insourcing or outsourcing. Use these to avoid many of the common surprises that accompany change.
- The same extensive checklist without the discussion, in a Word® document to enable modifying it to reflect local priorities.
- Five Excel® spreadsheets to help define your goals, establish priorities, prepare for discussions and negotiations, quantify and document the information you gather, and facilitate decisions.
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