Regulatory Affairs
CIM Systems offers a variety of ChartEvolve modules to help your organization achieve a steady state of Regulatory Readiness.
- Organizational Management Module
- Human Resources Module
- Regulatory Compliance Module
- Utilization Management Module
Over the past 28 years, the CIMS Group has developed a proprietary methodology called Clinical Process ControlTM.
This methodology links Regulatory Affairs to Clinical and Administrative Operations and to Outcomes Management.
We developed this methodology to provide a necessary roadmap to navigate the complexities of heavily regulated clinical environments.
We believe this linkage establishes the basis for understanding how the regulations that define what we need to know (policy) and what we need to do (procedure) determines our clinical conduct and how this affects the cost and quality of care.
Every clinical organization in the United States operates within a regulated clinical environment. This is true for the single practitioner, the local clinic and mental health center, as well as the integrated hospital system and academic medical center.
Much of the failed efforts to improve the quality of care and reduce the cost of care is due to the failure to understand this linkage at an operational level. It is the things we ought to know and the invalid things we do very well and the valid things we do very poorly that continues to drive the cost of care up and the quality of care down.
Clinical Process ControlTM was developed to automate the process of informing us of those things that we need to do every day for our patients to fulfill our obligations to those federal and state regulations that provide us with our licenses to practice and our business licenses to open our doors for business every day.
The regulations that define our operational clinical space are identified by their source of influence: International, Federal, National, Regional, State, Local, and Facility.
Each regulation is deconstructed into a policy statement that requires procedural effort. Each procedure is further deconstructed into the document that may be required to be resident in a regulated location for inspection. Content and time constraints are defined for each procedure and document. Each is mapped to the administrative or clinical process in which the procedure occurs.
Reminders are distributed to each administrator of clinician to identify individual work load expectation through the Daily Desktop. These reminders are rolled up into an Executive Information System Dashboard to identify the organizational performance expectation. This allows work load to be carefully measured, calculated and budgeted to optimize individual clinician and organizational performance.
This methodology links Regulatory Affairs to Clinical and Administrative Operations and to Outcomes Management.
We developed this methodology to provide a necessary roadmap to navigate the complexities of heavily regulated clinical environments.
We believe this linkage establishes the basis for understanding how the regulations that define what we need to know (policy) and what we need to do (procedure) determines our clinical conduct and how this affects the cost and quality of care.
Every clinical organization in the United States operates within a regulated clinical environment. This is true for the single practitioner, the local clinic and mental health center, as well as the integrated hospital system and academic medical center.
Much of the failed efforts to improve the quality of care and reduce the cost of care is due to the failure to understand this linkage at an operational level. It is the things we ought to know and the invalid things we do very well and the valid things we do very poorly that continues to drive the cost of care up and the quality of care down.
Clinical Process ControlTM was developed to automate the process of informing us of those things that we need to do every day for our patients to fulfill our obligations to those federal and state regulations that provide us with our licenses to practice and our business licenses to open our doors for business every day.
The regulations that define our operational clinical space are identified by their source of influence: International, Federal, National, Regional, State, Local, and Facility.
Each regulation is deconstructed into a policy statement that requires procedural effort. Each procedure is further deconstructed into the document that may be required to be resident in a regulated location for inspection. Content and time constraints are defined for each procedure and document. Each is mapped to the administrative or clinical process in which the procedure occurs.
Reminders are distributed to each administrator of clinician to identify individual work load expectation through the Daily Desktop. These reminders are rolled up into an Executive Information System Dashboard to identify the organizational performance expectation. This allows work load to be carefully measured, calculated and budgeted to optimize individual clinician and organizational performance.