MHA-FPX5040

MHA FPX 5040 Assessment 4 Case Study Presentatio n for Tufts- NEMC MHA FPX 5040 Assessment 4 Case Study Presentatio n for Tufts- NEMC Student Name Capella University MHA-FPX 5040 Health Administration Change Leadership Prof. Name Date Tufts-NEMC Overview Tufts-New England Medical Center (Tufts-NEMC), established in 1796, has faced numerous challenges in maintaining its competitiveness over the years. After a merger with Life Span that lasted for five years, the organization decided to end the partnership. A significant turning point for Tufts-NEMC occurred with the appointment of Ellen Zane, who played a pivotal role in steering the organization towards a new direction. Tufts-NEMC Transformation The organization recognized an urgent need for transformation, which involved identifying key resources, disseminating critical information, and building trust among stakeholders. This approach was essential in creating a cohesive strategy for improvement. Tufts-NEMC TOWS Matrix Threats Opportunities – Resource limitations – Leapfrog Patient Safety Scores – Physician burnout – Patient Satisfaction – Competitive market – Service Expansion Weaknesses Strengths – Large competitors – Community partnerships – Limited staffing resources – Committed Employees – Financial instability – Medical School partnership – Name Recognition Best Practices to Improve Clinical and Nonclinical Outcomes Learn from other organizations: Adopt strategies that have proven effective elsewhere. Define goals and measure outcomes: Set clear objectives and assess progress regularly. Ensure continuity of care and discharge procedures: Improve patient handover processes. Analyze data: Use data to drive decision-making and identify areas for improvement. Customer service and satisfaction drivers: Leverage HCAHPS data to monitor patient satisfaction, focus on communication and teamwork, maintain executive sponsorship, promote transparency, and prioritize patient-centric care. Revenue Implications Hospital quality reporting Reimbursement based on quality CARES Act funding Inflated labor expenses Measurement to Assess Change Concept Indicators Initiatives Financial Expand NEQCA network, involve specialty physicians Empower primary care physicians in leadership roles within NEQCA Customer Maintain HCAHPS scores Conduct daily rounding, engage with employees and patients, and implement post-discharge surveys Internal Processes Protect patient privacy Implement secure health information processes, conduct training sessions to identify vulnerabilities Growth & Learning Strengthen relationship with University Utilize institutional reputation to attract superior students and physicians Assess Organizational Success After Change Improvement in hospital safety grades. Ranked as the 5th best hospital in Massachusetts. Awarded 4 stars for Patient Experience. Conclusion Tufts-NEMC demonstrates how effective leadership can guide an organization towards success. Ellen Zane’s leadership fostered transparency, trust, and active participation, which enabled informed decision-making and the development of meaningful solutions. References Bailey, V. (2021). High-Impact CARES Act Funds Were Disproportionately Distributed. Retrieved from RevCycle Intelligence: [link] MHA FPX 5040 Assessment 4 Case Study Presentatio n for Tufts- NEMC Bhatt, J., & Swick, M. (2017). Focusing on Teamwork and Communication to Improve Patient Safety. Retrieved from American Hospital Association: [link] Bradley, E., Curry, L., & Ramandhan, S. (2009). Using Positive Deviance to Improve Quality of Health Care. Implementation Science. Hersh, E. (n.d). Improving Patient Experience and Reducing Cost by Measuring Outcomes. Retrieved from Harvard T.H. Chan School of Public Health: [link] Intermountain Healthcare. (2017). Finding a Cure for Healthcare’s Staffing Shortage. Retrieved from Intermountain Healthcare: [link] Gallup. (n.d). Strategies for Hospital Leaders: Rounding Right. Retrieved from Gallup: [link] Tufts Medical Center. (n.d.). Recent Awards + Recognitions. Retrieved from Tufts Medical Center: [link] MHA FPX 5040 Assessment 4 Case Study Presentatio n for Tufts- NEMC University of Southern California. (n.d.). 7 Ways to Improve Patient Outcomes. Retrieved from University of Southern California: [link] Download Free Sample Get Capella University Free MHA Samples MHA FPX 5010 MHA FPX 5020 MHA FPX 5042 MHA FPX 5040 MHA FPX 5016 MHA FPX 5012 MHA FPX 5014 MHA FPX 5017 Get Free Samples of any Class/Assignment

MHA FPX 5040 Assessment 3 Case Study Analysis – Part 2 MHA FPX 5040 Assessment 3 Case Study Analysis – Part 2 Student Name Capella University MHA-FPX 5040 Health Administration Change Leadership Prof. Name Date Introduction Tufts-New England Medical Center (Tufts-NEMC) faced a profound financial crisis marked by insufficient insurance contracts, high staff turnover, and ineffective leadership. Ellen Zane was appointed to steer the organization through these turbulent times and redirect its strategic path. The hospital had experienced significant transformations, including a merger and subsequent separation, which led to financial setbacks and operational hurdles. The reduction in patient discharges and the average length of stay compounded their financial challenges. Healthcare leaders are vital in identifying and eliminating obstacles to performance improvement. Structures and Systems Ellen Zane undertook the formidable task of restoring Tufts-NEMC’s financial health and organizational framework. The structure of an organization determines the flow of work and has a profound impact on its performance. Initially, a hierarchical structure was implemented to enable swift decision-making during the crisis. Ellen emphasized the strategic recruitment of talent, empowerment of teams, and the cultivation of transparency and trust through transformational leadership. Her strategy focused on aligning the organizational structure with the institution’s strategic goals. Powers at Play Power dynamics are intrinsic to every organization, with leaders utilizing different forms of power to influence decisions and actions. Ellen wielded legitimate power by virtue of her position but also exhibited expert and referent power through her knowledge, decision-making prowess, and ability to rally support for the organization’s vision. By leveraging various forms of power, Ellen negotiated deals, made critical decisions, and gained stakeholder support. Effects of Changes on Departments and Stakeholders Ellen prioritized transparency and communication to effectively manage organizational changes. She assessed the organization’s mission to guide her decisions, ensuring that changes were aligned with the broader goals. Her transparent communication approach fostered trust and support among employees and the board, facilitating smoother implementation of changes. Ellen’s inclusive approach and appreciation for staff efforts further enhanced teamwork and organizational culture. Effects of Communications on Change Implementation Ellen utilized diverse communication strategies to create a sense of urgency, convey the vision, and engage stakeholders in the change process. Transparent communication regarding the organization’s challenges and financial status fostered a shared understanding among employees. Town hall meetings and regular updates ensured alignment and commitment to organizational objectives. Ellen’s communication efforts were crucial in maintaining momentum and overcoming resistance to change. MHA FPX 5040 Assessment 3 Case Study Analysis – Part 2 Conclusion Change is a constant in organizations, particularly during uncertain times. Ellen Zane’s success at Tufts-NEMC highlights the significance of inspirational leadership, strategic thinking, and effective communication in driving organizational change. By fostering transparency, trust, and alignment, Ellen guided the organization through its crisis towards a promising future. References Abudi, G. (2020, September 22). The 5 Types of Power in Leadership. Retrieved from Quickbase: https://www.quickbase.com/blog/the-5-types-of-power-in-leadership MHA FPX 5040 Assessment 3 Case Study Analysis – Part 2 Sowards, M. (2019, October 4). How Do You Build ‘Referent Power’ Leaders In Your Business? Retrieved from Forbes: https://www.forbes.com/sites/forbestechcouncil/2019/10/04/how-do-you-build-referent-power-leaders-in-your-business/?sh=6816cb597a36   Download Free Sample Get Capella University Free MHA Samples MHA FPX 5010 MHA FPX 5020 MHA FPX 5042 MHA FPX 5040 MHA FPX 5016 MHA FPX 5012 MHA FPX 5014 MHA FPX 5017 Get Free Samples of any Class/Assignment

MHA FPX 5040 Assessment 2 Case Study Analysis: Part 1 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 Download Free Sample Get Capella University Free MHA Samples MHA FPX 5010 MHA FPX 5020 MHA FPX 5042 MHA FPX 5040 MHA FPX 5016 MHA FPX 5012 MHA FPX 5014 MHA FPX 5017 Get Free Samples of any Class/Assignment

MHA FPX 5040 Assessment 1 Interview With a Healthcare Leader MHA FPX 5040 Assessment 1 Interview With a Healthcare Leader Student Name Capella University MHA-FPX 5040 Health Administration Change Leadership Prof. Name Date Interview with a Healthcare Leader The hallmark of successful organizations is having prominent, driven leaders who are organized, proficient, and motivated for success. Such leaders can inspire team members, leadership staff, administrative leaders, and other stakeholders to progress and succeed collectively. Healthcare organizations, in particular, depend on exceptional leaders to uphold high standards individually, corporately, and in patient care. As healthcare continuously evolves, leaders in this field must be agile, flexible, and capable of adapting to rapid changes to maintain high-quality standards. Additionally, they must be adept at navigating political, socioeconomic, and environmental changes to meet regulatory and healthcare standards. Interview with Arshad Khanani, MD: A Healthcare Leader at Sierra Eye Associates Contact Information Name Address Phone Number Arshad Khanani, MD, MA 950 Ryland St., Reno, NV 89502 (775) 329-0286 Organizational, Community, Political, Social, and Global Needs With over 19 years in the medical field as a healthcare leader, ophthalmologist, and retina specialist, Dr. Arshad Khanani joined Sierra Eye Associates more than a decade ago and established the research department, making it one of the leading research clinics in the United States. Sierra Eye Associates is a private practice dedicated to patients with vision-threatening eye diseases, aiming to preserve and improve their vision. As a leader in clinical research, Dr. Khanani is involved in numerous clinical trials to develop new drugs and technologies for patients locally and globally. The mission of Dr. Khanani and Sierra Eye Associates is to drive the latest innovations and provide cutting-edge treatments to patients. While Sierra Eye Associates operates as a local private ophthalmology practice, Dr. Khanani notes that there is no political influence affecting their primary focus on patient care and vision preservation. As a pioneer in clinical research and new technology, Dr. Khanani is driving change and innovation in ophthalmic drugs and devices that could have a global impact if approved and made available worldwide (Wong et al., 2023). Community Wellness and Needs Dr. Arshad Khanani is a vital part of the Northern Nevada ophthalmology community, leading in change and innovation. Serving thousands of patients monthly, he preserves their vision through referrals and consultations with primary care physicians, neurologists, optometrists, disease specialists, and other retina specialists. Dr. Khanani’s ability to accommodate emergency patients regularly, often providing treatment within 24 hours of consultation, has made his practice a trusted resource in the community (Khan et al., 2023). MHA FPX 5040 Assessment 1 Interview With a Healthcare Leader While many ophthalmology practices reject government-funded insurance patients such as Medicaid, Dr. Khanani’s practice accepts these patients, providing high-quality care to the underprivileged population. This inclusivity allows large families with Medicaid insurance to receive timely ophthalmic care, making a significant impact in the community through vision preservation and improvement (Khan et al., 2023). Organizational Success Measurements In the ophthalmology medicine sector, particularly in the vitreoretinal subspace, high-quality care is crucial for long-term success. Successful outcomes benefit the community and encourage patients with positive experiences to spread the word, bringing more patients to the practice. Referring physicians rely on Sierra Eye Associates for urgent ophthalmic care for patients with vision-threatening conditions. Dr. Khanani prides himself on maintaining and improving his patients’ vision daily, a key indicator of measured success (Wang et al., 2022). Organizational and Specific Drivers of Change Dr. Arshad Khanani prioritizes patients, ensuring that all are treated equally and ethically. As the Reno area grows, so does the healthcare burden. Currently the only retina specialist at Sierra Eye Associates, Dr. Khanani plans to hire more retina specialists to better serve the growing community. This expansion is driven by the increasing population and the need to provide more patients with timely care, ensuring the practice continues to prioritize patient care and vision preservation. Effectiveness and Evaluation of Traditional Leadership Models The fast-paced healthcare industry requires agile, flexible leaders who can guide organizations through change management. Change management models provide guidelines for planning and implementing effective change. At Sierra Eye Associates, Lewin’s change management model is used to implement and solidify changes. This model consists of three steps: unfreeze, change, and refreeze. During the unfreeze stage, the organization is prepared for change through communication. In the change stage, changes are implemented. The refreeze stage involves checking in with staff to ensure the changes are effective and properly implemented (Phillips & Klein, 2023). References Khan, H., Aziz, A. A., Sulahria, H., Ahmed, A., Choudhry, N., Narayanan, R., Danzig, C., & Khanani, A. M. (2023). Emerging Treatment Options for Geographic Atrophy (GA) Secondary to Age-Related Macular Degeneration. Clinical Ophthalmology, 17, 321-327. https://doi.org/10.2147/OPTH.S367089 Phillips, J., & Klein, J. D. (2023). Change Management: From Theory to Practice. TechTrends, 67(1), 189-197. https://doi.org/10.1007/s11528-022-00775-0 MHA FPX 5040 Assessment 1 Interview With a Healthcare Leader Wang, R., McClard, C. K., Laswell, S., Mahmoudzadeh, R., Salabati, M., Ammar, M., Vannavong, J., Aziz, A. A., Ewald, A., Calvanese, A. V., Lehman, E. B., Fried, S., Windham, V., Strutt, A., Saroj, N., Arshad, M. K., Eichenbaum, D. A., Regillo, C., & Charles, C. W. (2022). Quantifying burden of intravitreal injections for retinal diseases in the United States: Insights from a multicenter chart review. Retina, 42(8), 1495-1503. https://doi.org/10.1097/IAE.0000000000003143   Download Free Sample Get Capella University Free MHA Samples MHA FPX 5010 MHA FPX 5020 MHA FPX 5042 MHA FPX 5040 MHA FPX 5016 MHA FPX 5012 MHA FPX 5014 MHA FPX 5017 Get Free Samples of any Class/Assignment