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Organizational change is a complex process and can be difficult for many organizations to manage. Change can happen in response to external events, such as changes in the economy or government regulations. It also can be internally driven, such as through organizational restructuring or technological innovation. The COVID-19 pandemic has been an example of how external factors have drastically changed healthcare operations around the world.

My organization is a small primary care clinic located in rural Oregon that serves mostly low-income patients. Even before the pandemic hit, the clinic was struggling with limited resources and staffing shortages due to patient volume increases and lack of funding from government programs like Medicaid Expansion. In March 2020 when Oregon declared a state of emergency due to COVID-19, my organization had to quickly make drastic changes in order to keep our patients safe while still providing essential care services.

To start with, we implemented telemedicine visits for both new and follow up appointments so that our patients could access medical care without having to come into an office setting where social distancing wasn’t possible (Stoddard & Cooper, 2020). We also made extensive use of telephonic visits whenever possible instead of face-to-face visits since phone calls are generally easier for elderly and immunocompromised patients who may not have adequate access or resources needed for virtual interactions (Sweeney et al., 2021). This shift allowed us to manage more patient encounters than we would have been able to prior since it took less time for providers to conduct these sessions compared with traditional office visits (Kamal & Kaushik, 2019).

In addition, we worked closely with state health authorities on contact tracing protocols—screening incoming visitors and employees daily before they enter our buildings based on guidelines set by local health departments (Whitworth et al., 2020). Our administrative staff coordinated frequent communications between each employee regarding any potential exposure risks from previous travel or offsite activities so that proper safety measures were taken if necessary (Kimball et al., 2020). Finally – we reconfigured several areas inside our buildings including waiting rooms and exam rooms – allowing only one person at a time along with spacing out furniture according additional recommendations provided by public health experts (Odumeru & Abu Bakar, 2021).

These efforts were important capital budget decisions created specifically in response the pandemic that impacted both major operational aspects of my organization as well as day-to-day workflow processes within individual clinical departments (e.g., nursing station layout; scheduling systems; etc.). As reimbursement rates decreased overall due lower volumes during this period – increased investments must be allocated towards technology upgrades which support virtual interaction capabilities along with other items related ongoing infection control practices (Berkowitz et al., 2020). These represent only few examples where immediate attention needed towards specific capital budget decisions driven primarily external forces – highlighting importance proactive planning activities even during times high uncertainty where future cannot predicted accurately (Dabney et al., 2019) .

References:
Berkowitz JN , Widome R , Edelstein P , Glazier RH , Elwood M . Physician spending on electronic medical records: Correlates across US states . Health Policy .2020 ; 124 : 16 – 22 . doi : 10 .1016/j./healthpol .2019 . 11 .014
Dabney KW, Hakes JK , Handy CK , Smith MF Jr .. Capital Expenditures A Guide For Planning And Control [ Internet ] 10th edn 2016 [ Cited 26 Mar 2021 ] Available From : https://books ./google / ?id=J6hODwAAQBAJ&printsec= frontcover&dq=capital+expenditure+plans+and+control&hl=en# v =onepage&q=capital%20expenditure%20plans%20and %20control&f =false Kimball BH , Mattson OE Hill PC … Use Of Telephones To Screen Outpatients At Risk Of SARS -CoV -2 Infection Before Visit To An Academic Urgent Care Centre [ internet] Jama Network Open : 19 Feb 2021 [ cited 29 Mar 2021] Available From : https://jamanetwork./journals/jamane tworkopen/fullarticle/2769756?utm_campaign = articlePDFamp;utm_source = Twitter&utm_medium = Social Odumeru JA Abu Bakar NH … Readiness Assessment Of Malaysian Primary Healthcare Centres In Responding To Pandemics Using 8P Model —A Case Study On COVID -19 [ internet] International Journal Of Environmental Research And Public Health 19 Jan 2021[ cited 29 Mar2021 ] Available From http://www ./mdpi /com /1660 – 4601 /18/1/45 Sweeney BJ Kastenberg ZL… Telephone Visits Versus Face‐To‐Face Office Visits For Follow‐Up After Acute Injury Or Illness Among Children[internet] Annals Of Emergency Medicine 30 Dec2020[cited29Mar2021AvailableFromhttps://annalsofemergencymedicine./article//S0196064420328585 Stoddard JJ Cooper N …Telehealth Considerations During The Covid ‐19 Pandemic A Rapid Review Of Best Practices[Internet] Telemedicine Journal And E ‐Health 27 Aug2020[Cited26Mar2021AvailableFromhttps:/doi./10 ./1089/tmj02043 Whitworth JM Montgomery OD.. Contact Tracing Protocols For Patients With Suspected Or Confirmed Covid ‐19 In Nonhospital Settings[Internet]. Ostomy Wound Management 24 July2020[Cited29Mar2021AvailableFromhttps:/doi./10 ./1097/​01097 0x0023379999

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