MHA FPX 5040 Assessment 2 Case Study Analysis: Part 1

Student Name

Capella University

MHA-FPX 5040 Health Administration Change Leadership

Prof. Name

Date

Case Study Analysis on South Central Foundation

The South-Central Foundation (SCF) experienced profound changes and enhancements under the leadership of Katherine Gottlieb, who assumed the role of Chief Executive Officer in 1987. With a starting workforce of 1,750 employees in June 2014, SCF expanded its services, including the Anchorage Native Primary Care Center and local community health centers. The analysis was guided by the congruence model, which focuses on the organization’s people, structure, work, and culture. Gottlieb’s vision was to create a welcoming and secure environment for Alaska Native and American Indian (AIAN) people, challenging the traditional health system’s status quo at SCF (Cooper, 2023).

Elements of The Problem

Before Gottlieb’s leadership, SCF was plagued by organizational dysfunction, most notably manifested in extensive patient wait times that averaged 7-9 hours regardless of medical urgency. This inefficiency led to widespread patient dissatisfaction and negative perceptions of the healthcare organization. The absence of a clear vision or mission further compounded these issues, obstructing effective operations and quality patient care. These deficiencies highlighted the critical need for organizational change to enhance healthcare quality and community satisfaction (Gauly et al., 2023).

Needs of the Community

The community served by SCF faced significant challenges, such as limited healthcare options, prolonged wait times, and a heavy reliance on emergency rooms for all medical needs. This situation posed serious risks to public health, with many community members experiencing inadequate healthcare access and poor health outcomes. Addressing these needs required comprehensive reforms to improve service efficiency, expand facilities, and prioritize patient well-being (Cooper, 2023).

Need for Change

Gottlieb’s personal experience as a patient underscored the urgency for change at SCF. She initiated reforms aimed at creating a welcoming environment and fostering community partnerships. Through her visionary leadership, Gottlieb led initiatives to bridge the gap between SCF’s current state and its desired future, focusing on employee training, stakeholder engagement, and patient-centered care (Visionary Leadership, Visionary Goals: NPHW@25., 2020).

Challenging the Status Quo

Gottlieb challenged conventional practices by building alliances with healthcare and political leaders, promoting a culture of innovation and responsiveness. She introduced programs such as the Executive Leadership Experience (ELE) and the Special Assistant Program (SAP) to develop new leaders and drive organizational change. These efforts were aimed at creating a customer-centric culture and strengthening SCF’s infrastructure to better serve the community (Gauly et al., 2023).

Conclusion

Under Gottlieb’s leadership, SCF transformed from a dysfunctional organization into a model of excellence in healthcare delivery. By prioritizing patient needs, fostering a culture of continuous improvement, and building strategic partnerships, SCF significantly enhanced its service quality and community impact. Gottlieb’s legacy demonstrates the profound impact that visionary leadership can have in revitalizing healthcare systems to better serve marginalized populations (Cooper, 2023).

MHA FPX 5040 Assessment 2 Case Study Analysis: Part 1

References

• Cooper, J. (2023). Instructional Leadership: Building Relationships and Community Partnerships. Knowledge Quest, 52(1), 10-18.

• Gauly, J., Court, R., Currie, G., Seers, K., Clarke, A., Metcalfe, A., Wilson, A., Hazell, M., & Grove, A. L. (2023). Advancing leadership in surgery: a realist review of interventions and strategies to promote evidence-based leadership in healthcare. Implementation Science, 18, 1-25. https://doi.org/10.1186/s13012-023-01274-3

MHA FPX 5040 Assessment 2 Case Study Analysis: Part 1

• Visionary Leadership, Visionary Goals: NPHW@25. (2020). American Journal of Public Health, 110(4), 427-428. https://doi.org/10.2105/AJPH.2019.305501