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MHA FPX 5014 Assessment 5 Process Improvement Proposal

MHA, MHA-FPX5014 /

MHA FPX 5014 Assessment 5 Process Improvement Proposal MHA FPX 5014 Assessment 5 Process Improvement Proposal Student Name Capella University MHA-FPX 5014 Health Care Quality, Risk, and Regulatory Compliance Prof. Name Date Organizational Structures, Mission, and Vision The Mayo Clinic, a non-profit organization, is dedicated to mitigating human suffering regardless of demographic factors. With multiple campuses across states and established in over 40 communities, the clinic serves approximately 600,000 patients annually, offering high-quality treatment and diverse healthcare options tailored to individual needs. Through research and partnerships, the clinic strives to provide reassurance to patients by continuously innovating treatment methods, placing patient needs at the forefront of their mission. Internal Processes The Mayo Clinic’s internal framework, recognized as influential in healthcare, has evolved significantly since its inception in the 1980s. Successful establishment led to the creation of contributor networks, facilitated by Mayo’s patient-oriented vision and reputation for quality (Carryer & Sterioff, 2003). Despite challenges such as competition and financial access, the clinic’s robust leadership development and adherence to best practices have ensured continuous improvement in care delivery and patient satisfaction. Finances Financial health is a priority for the Mayo Clinic, with each location tasked to support operational and financial needs. Maintaining a target operating margin of around 5%, the clinic ensures funds for daily operations and leadership development. Partnerships with local hospitals have contributed to steady financial performance, reflecting the clinic’s commitment to sustainable growth and quality healthcare provision. Growth and Learning The Mayo Clinic prioritizes management development through educational courses offered in collaboration with leading institutions. These courses cover essential leadership modules and cater to both senior administrators and developing potentials (Carryer & Sterioff, 2003). By investing in leadership development, the clinic ensures a capable workforce capable of driving transformative changes and enhancing patient care processes. Customer Satisfaction Patient experience is central to the Mayo Clinic’s operations, with mechanisms in place for collecting and addressing patient feedback. Through tools like the HCAHPS survey, the clinic continually seeks to improve care quality and patient satisfaction. Integration with the Mayo Health System has further enhanced patient satisfaction, reflected in increased referrals and greater access to specialized care. Mayo Clinic Values through Ethical, Organizational, and Directional Strategy The Mayo Clinic’s ethical strategy emphasizes equitable patient service and professionalism. Organizational strategies involve engaging leaders in decision-making processes, while operational actions focus on healthcare delivery refinement and community engagement. Directional strategies aim to link healthcare through education, research, and expansion, with long-term plans geared towards enhancing patient care processes regionally. Evidence-Based and Best Practices for Monitoring and Improvement The Mayo Clinic employs evidence-based practices like the balanced scorecard to monitor and improve performance. Additionally, technological advancements, such as the Mayo Clinic Platform, facilitate data-driven care plans and seamless information flow, enhancing patient access and care quality. Conclusion The Mayo Clinic’s commitment to advancing healthcare delivery through financial resilience, patient-centered infrastructure, and strategic partnerships positions it for continued success. By prioritizing continuous improvement and investing in education and quality improvement, the clinic ensures excellence in patient care now and in the future. MHA FPX 5014 Assessment 5 Process Improvement Proposal References: Carryer, P., & Sterioff, S. (2003). Mayo Health System: A Decade of Achievement. Mayo Clinic Proceedings. Retrieved from https://www.mayoclinicproceedings.org/article/S0025-6196(11)63152-2/fulltext#:%7E:text=Now%2C%20after%20a%20decade%20of,success%2C%20regional%20patient%20referrals%20to Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard–Measures That Drive Performance. Harvard Business Review, 70(1), 71-79. Mayo Clinic Health System. (2022). Why Choose Mayo Clinic. Retrieved from https://www.mayoclinichealthsystem.org/about-us/why-choose Mayo News Releases. (2014, January 9). Mayo Clinic: Five Ways Patients and Care Providers Can Improve Health Care. Mayo Clinic News Network. Retrieved from https://newsnetwork.mayoclinic.org/discussion/mayo-clinic-five-ways-patients-and-care-providers-can-improve-health-care/ Mayo Clinic Platform. (2022, January 21). Delivering Advanced Healthcare. Retrieved from https://www.mayoclinicplatform.org/deliver/ MHA FPX 5014 Assessment 5 Process Improvement Proposal Wolters Kluwer. (2020, April 8). Evidence-based strategies for healthcare quality improvement. Retrieved from https://www.wolterskluwer.com/en/expert-insights/evidence-based-strategies-that-can-help-healthcare-quality-improvement 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

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MHA FPX 5014 Assessment 4

MHA, MHA-FPX5014 /

MHA FPX 5014 Assessment 4 MHA FPX 5014 Assessment 4 Student Name Capella University MHA-FPX 5014 Health Care Quality, Risk, and Regulatory Compliance Prof. Name Date   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

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MHA FPX 5014 Assessment 3 Cost-Benefit Analysis for Transitional Management Care

MHA, MHA-FPX5014 /

MHA FPX 5014 Assessment 3 Cost-Benefit Analysis for Transitional Management Care MHA FPX 5014 Assessment 3 Cost-Benefit Analysis for Transitional Management Care Student Name Capella University MHA-FPX 5014 Health Care Quality, Risk, and Regulatory Compliance Prof. Name Date Abstract Transitional Care Management (TCM) entails facilitating a patient’s transition from hospital discharge to community-based care. This study conducts a Cost-Benefit Analysis (CBA) to assess the financial implications of the TCM program, focusing on its benefit-to-risk ratio. TCM in hospital settings aims at reducing patient readmissions, enhancing post-hospital care quality, ensuring care continuity, and fostering long-term patient well-being (Elsener et al., 2023). The CBA aids in understanding the cost-effectiveness of TCM by projecting its expenses over five years and comparing them with anticipated benefits, facilitating informed decision-making (Elsener et al., 2023). Keywords: Transitional Care Management, Cost-Benefit Analysis, Continuity of Care, Readmissions, Centers for Medicare and Medicaid Services Focus of Stakeholders for a Cost-Benefit Analysis Identification of stakeholders involved in TCM within a hospital setting is paramount. Primary stakeholders encompass patients, caregivers, and the hospital discharging the patient. External stakeholders include pharmacists, transitional care center management, payors, and community service agencies. The objective for the hospital and stakeholders is to evaluate how TCM implementation benefits discharged patients and reduces readmissions vis-à-vis program costs over five years. Patients under TCM receive support from designated caregivers or facilities to ensure seamless care and continuity of treatment. External medical professionals oversee patients in the community, bridging the gap between inpatient and outpatient services. Moreover, hospitals adopting TCM stand to gain financially through incentives like the Centers for Medicare and Medicaid Services (CMS) Hospital Readmission Reduction Program (HRRP), which rewards hospitals for reducing readmissions within 30 days of discharge (CMS, 2021). Value Proposition for Change Management Introducing change in healthcare organizations poses challenges requiring systematic strategies for smooth transitions. Change management is crucial for TCM implementation, being a novel concept for healthcare entities, providers, patients, and staff. Effective change management entails administrative, financial, provider support, and team collaboration to ensure a seamless transition for all stakeholders. Through community partnerships, change management in TCM emphasizes the program’s advantages (Nathan et al., 2021). Well-managed change initiatives enhance patient care quality and satisfaction during hospital stays and post-discharge for both short-term and long-term care. Failure to employ change management can lead to prolonged transition times, increased long-term patient care costs, and suboptimal care, resulting in higher readmission rates. Mitigating risks include reduced mortality and infection rates, fewer emergency room visits, and decreased readmissions. Furthermore, TCM can cut costs by reducing readmissions and improving financial incentives under the CMS HRRP program (Nathan et al., 2021). Strategies to Influence and Impact Changes for Quality Improvement Research underscores that poor communication and coordination significantly contribute to preventable hospital admissions and readmissions. Hospitals lacking TCM models often experience elevated readmission rates, mortality rates, infection rates, and long-term illnesses due to inadequate patient coordination post-discharge. Absence of TCM also signifies deficient patient education, self-care, family involvement, and communication with external caregivers (Racheal & Shen, 2023). TCM success necessitates robust leadership and support. Active leaders provide oversight and direction, ensuring strategic momentum and accountability during TCM implementation. Key quality improvement strategies under the TCM model include comprehensive internal and external communication and coordination spearheaded by strong leadership. Timely follow-up care within 14 days of discharge is critical to ensure optimal patient outcomes. Additionally, fostering a culture of safety and continuous improvement is indispensable when implementing TCM (Hughes, 2008). Cost-Benefit Analysis and Assumptions A CBA is imperative to project the costs associated with TCM program implementation. Predicting the Return on Investment (ROI) for a service-based care model like TCM can be challenging. Research underscores the immediate benefits and potential cost savings of TCM, such as reduced readmissions within 30 days of discharge, heightened patient satisfaction, improved communication, and enhanced care continuity. The initial-year cost of implementing TCM is estimated at $774,688, covering aspects like leasing clinical space, staffing Certified Family Nurse Practitioners (CFNPs), and acquiring necessary equipment. Over five years, the total projected cost amounts to $4,613,707.92. Conversely, the one-year revenue from the TCM program is estimated at $5,086,144.40, with a five-year valuation of $5,083,156.44. Thus, the total projected profit over five years stands at $29,051,622.13 (Pedrosa et al., 2022). Internal and External Benchmarks Benchmarking is pivotal in healthcare to analyze income and costs and streamline inefficiencies. It involves implementing best practices at the lowest costs from a systems-based perspective (SBP). Continuous quality improvement (CQI) necessitates measuring quality indicators, performance, and collaboration. Benchmarking in TCM entails comparing data to reduce 30-day hospital readmissions. CMS’s TCM initiative aims to bolster patient safety, improve outcomes, and curtail unnecessary costs. The TCM program enables hospitals to document post-acute conditions within 30 days of discharge and monitor patient satisfaction. TCM implementation lowers penalties by 50%, thereby augmenting hospital revenue. Enhanced benchmarks encompass superior patient quality measures, decreased hospital-acquired conditions (HACs) and infections (HAIs), and incentivized value-based care (Marques et al., 2023). Conclusion Recent studies reveal that one in five Medicare patients is readmitted to the hospital within 30 days of discharge, incurring nearly $26 billion annually. Adopting a TCM program enhances public relations and necessitates buy-in from stakeholders both internally and externally. Collaboration between internal staff and external caregivers ensures enhanced patient safety, satisfaction, and outcomes beyond the 30-day mark. References AAPC. (2022). CPT® code 99496 – Transitional Care Evaluation and Management Services – codify by AAPC. Retrieved April 12, 2022, from https://www.aapc.com/codes/cpt-codes/99496 MHA FPX 5014 Assessment 3 Cost-Benefit Analysis for Transitional Management Care CMS.gov. (2021, July). Transitional Care Management Services. CMS.gov Medicare Learning Network. Retrieved February 18, 2022, from https://www.cms.gov/Outreach-and-Education/Medicare-Learning-Network-MLN/MLNProducts/downloads/Transitional-Care-Management-Services-Fact-Sheet-ICN908628.pdf Elsener, M., Santana Felipes, R., Sege, J., Harmon, P., & Jafri, F. N. (2023). Telehealth-based transitional care management programme to improve access to care. BMJ Open Quality, 12(4). https://doi.org/10.1136/bmjoq-2023-002495 Hughes, R.G. (2008). Tools and Strategies for Quality Improvement and Patient Safety. In R.G. Hughes (Ed.), Patient Safety and Quality: An Evidence-Based Handbook for Nurses. Agency for Healthcare Research and Quality (US). Retrieved from https://www.ncbi.nlm.nih.gov/books/NBK2682/ MHA FPX 5014 Assessment 3 Cost-Benefit Analysis for Transitional Management

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MHA FPX 5014 Assessment 2 Internal Memo – Risk Financing

MHA, MHA-FPX5014 /

MHA FPX 5014 Assessment 2 Internal Memo – Risk Financing MHA FPX 5014 Assessment 2 Internal Memo – Risk Financing Student Name Capella University MHA-FPX 5014 Health Care Quality, Risk, and Regulatory Compliance Prof. Name Date Patient Safety Issue Rochester General Hospital (RGH), a constituent of Rochester Regional Health, has gained acclaim for delivering top-tier healthcare services, attaining Magnet status as a testament to its excellence. However, to perpetuate its advancement and fulfill organizational objectives, it is imperative to address the elevated incidence of medication errors through risk financing. These errors not only jeopardize patient safety but also pose substantial financial liabilities to RGH. An assessment of RGH’s performance in the spring of 2021 underscores the gravity of this issue. Particularly worrisome is the hospital’s performance in the domain of medication administration, as delineated below (Hospital Safety Grade, 2021): Metric Score Best Hospital Score 100 RGH’s Score 45 Worst Hospital Score 5 Patient Safety Risk and Key Performance Indicators Medication errors stand as a foremost cause of patient detriment and fiscal loss across healthcare establishments globally (Haytham, 2016). Defined as preventable events capable of engendering inappropriate medication usage or patient harm within the purview of healthcare professionals (AMCP, 2019), these errors can manifest during various stages such as ordering, transcribing, dispensing, administering, or monitoring (Durham, 2016). Given the dynamic landscape of the healthcare sector, characterized by evolving regulations, policies, technologies, and guidelines, medication errors pose both clinical and financial hazards to RGH. Risk financing assumes paramount importance in gauging the potential costs associated with these risks and evaluating the organization’s capacity to manage them (Rhinehart, 2021). Research indicates that medication errors incur approximately $3 billion in annual costs to the U.S. healthcare system (AMCP, 2019). To tackle this challenge, RGH’s risk management team will leverage key performance indicators (KPIs) and performance dashboards to surveil, evaluate, and mitigate risks linked to medication administration. The KPIs encompass: KPI Description Number of medications prescribed using CPOE Tracking electronic prescription usage Percentage of patients identified by two identifiers Ensuring patient verification accuracy Number of adverse/sentinel events due to medication errors Monitoring serious medication-related incidents Incident reporting Collecting data on all medication errors Strategies to Identify Risk Financing Issues Risk financing entails assessing RGH’s financial acumen and inclination to manage risks while harmonizing with the organization’s strategic ethos (Harvard University, n.d.). Key strategies encompass identifying, accepting, and managing risks (Indeed Editorial Team, 2020). Identifying risks entails scrutinizing processes or occurrences that could imperil patients and lead to financial detriment. For instance, medication errors might culminate in prolonged hospital stays, escalated resource utilization, diminished reimbursement, and financial setbacks (Chen, 2017). Managing risks necessitates data aggregation, information review, and formulation of strategies to diminish the incidence of these risks (NEJM Catalyst, 2018). Benchmarking can subsequently be employed to gauge progress in risk mitigation and financial performance (Institute for Safe Medication Practices, 2005). Recommendations for Risk Financing To ameliorate medication errors at RGH, the following strategies are advocated: Computerized Physician Order Entry (CPOE) with Clinical Decision Support (CDS) Bar Code Medication Administration (BCMA) System Confidential Incident Reporting Implementation of technologies such as CPOE and CDS has demonstrated a 55% reduction in medication error rates (Durham, 2016). These systems furnish healthcare practitioners with guidance on drug dosages, routes, frequencies, and furnish alerts for allergies or interactions (Shah, 2016). The BCMA system ensures adherence to the five rights of medication administration (right patient, dose, drug, time, and route) and furnishes real-time alerts (Shah, 2016). Confidential incident reporting will facilitate data collection on medication errors, thereby enabling the formulation of strategies to enhance patient safety. A safety-oriented culture will be nurtured, fostering error reporting devoid of fear of repercussions, thereby furnishing invaluable insights for risk managers (Rodziewicz, 2021). Legal and Ethical Financial Risk Obligations As an Accountable Care Organization (ACO), RGH must effectively manage legal and financial risks to sustain profitability and success (NAACOS, n.d.; LaPointe, 2016). ACOs strive to furnish coordinated, high-quality care while curtailing costs and averting medical errors (CMS, 2021). Adherence to CMS policies, which curtail or withhold reimbursement for preventable errors, is imperative (National Conference of State Legislatures, n.d.). By adhering to safe medication practices and The Joint Commission (TJC) guidelines, RGH can enhance patient safety and optimize reimbursement from CMS. References AMCP. (2019, July 18). Medication Errors. Retrieved from Academy of Managed Care Pharmacy: https://www.amcp.org/about/managed-care-pharmacy-101/concepts-managed-care-pharmacy/medication-errors Chen, C. H.-Y.-C. (2017, August). The cost-saving effect and prevention of medication errors by clinical pharmacist intervention in a nephrology unit. Retrieved from Medicine; LWW Journals: https://journals.lww.com/md-journal/Fulltext/2017/08250/The_cost_saving_effect_and_prevention_of.40.aspx CMS. (2021, March 4). Accountable Care Organizations (ACOs). Retrieved from Centers for Medicare and Medicaid Services: https://www.cms.gov/Medicare/Medicare-Fee-for-Service-Payment/ACO#:~:text=What%20is%20an%20ACO%3F%20ACOs%20are%20groups%20of,give%20coordinated%20high-quality%20care%20to%20their%20Medicare%20patients. Durham, M. S. (2016, February). Reducing Medication Administration Errors in Acute and Critical Care: Multifaceted Pilot Program Targeting RN Awareness and Behaviors. The Journal of Nursing Administration, 46, 75-81. Retrieved from https://oce-ovid-com.library.capella.edu/article/00005110-201602000-00006/HTML MHA FPX 5014 Assessment 2 Internal Memo – Risk Financing Harvard University. (n.d.). What is Risk Financing? Retrieved from Harvard University: https://rmas.fad.harvard.edu/faq/what-risk-financing Haytham, T. A. (2016, June 6). Improving admission medication reconciliation compliance using the electronic tool in admitted medical patients. Retrieved from U.S. National Library of Medicine: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5067707/#:~:text=Medication reconciliation is a key safety measure and, receive medication reconciliation within 24 hours of admission. Hospital Safety Grade. (2021). Rochester General Hospital. Retrieved from Leapfrog Hospital Safety Grade: https://www.hospitalsafetygrade.org/h/rochester-general-hospital?findBy=hospital&hospital=Rochester+General+Hospital&rPos=96&rSort=grade Indeed Editorial Team. (2020, December 10). Five Key Risk Mitigation Strategies (With Examples). Retrieved from Indeed: https://www.indeed.com/career-advice/career-development/risk-mitigation-strategies MHA FPX 5014 Assessment 2 Internal Memo – Risk Financing Institute for Safe Medication Practices. (2005, March 10). Measuring Up to Medication Safety. Retrieved from ISMP: https://www.ismp.org/resources/measuring-medication-safety 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

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MHA FPX 5014 Assessment 1 Regulatory Environment – Executive Summary

MHA, MHA-FPX5014 /

MHA FPX 5014 Assessment 1 Regulatory Environment – Executive Summary MHA FPX 5014 Assessment 1 Regulatory Environment – Executive Summary Student Name Capella University MHA-FPX 5014 Health Care Quality, Risk, and Regulatory Compliance Prof. Name Date Regulatory Environment – Executive Summary Healthcare organizations must establish stringent regulatory standards to ensure patient safety and avoid adverse events like hospital-acquired complications (HACs) and healthcare-associated infections (HAIs). Compliance with these standards is also essential for regulatory accreditation, such as that provided by The Joint Commission, which grants accreditation to organizations that meet its criteria. Additionally, the Agency for Healthcare Research and Quality (AHRQ) offers six domains to guide organizations toward high standards of patient care: safe, effective, patient-centered, timely, efficient, and equitable. These domains help healthcare providers focus on critical areas of patient care to achieve high accreditation standards (Bumpas & Stuart, 2023). Healthcare Issue Hospital-acquired complications (HACs) and healthcare-associated infections (HAIs) can significantly impact a healthcare organization’s reputation and financial status. These issues are often interrelated, as HACs frequently follow HAIs acquired during a hospital stay. HAIs can stem from post-surgical wounds or inadequate hygiene practices among healthcare workers, leading to extended patient stays and a cycle of complications (Warner, Zhang, Liu, & Alterovitz, 2016). Healthcare Regulatory Requirements Regulatory compliance is critical not only for patient safety and optimal outcomes but also for healthcare funding and reimbursement. The Centers for Medicare and Medicaid Services (CMS) set guidelines regarding HACs and reimbursement rates. Organizations with high rates of HACs and HAIs face a reduction in reimbursement, losing approximately 1% of reimbursement per reported HAC. Therefore, minimizing these complications is crucial for both financial and reputational reasons (Cason, 2018). Risk-Management Implications A healthcare organization’s patient safety profile is a vital component of risk management. Failing to meet guidelines set by regulatory agencies like The Joint Commission can damage the organization’s reputation, leading patients to seek care elsewhere. Non-compliance can result in financial penalties, loss of accreditation, and legal repercussions (Mostepaniuk, Akalin, & Parish, 2023). Environmental Assessment Environmental assessments help healthcare organizations identify internal and external factors contributing to their success or failures. Internally, infection prevention and control are paramount, guided by the Centers for Disease Control and Prevention (CDC) core practices. These guidelines apply to all healthcare personnel and are essential for ensuring patient safety. Externally, patient education on hygiene practices, proper medication use, and accident prevention is crucial in reducing HAIs and HACs (Morantz & Torrey, 2003). Resources to Address Issue The Joint Commission, AHRQ, and CDC provide guidelines and resources for patient safety, infection prevention, and control. The Joint Commission helps organizations measure and improve performance across various healthcare settings. AHRQ’s six domains—safe, effective, patient-centered, timely, efficient, and equitable—assist organizations in enhancing patient care quality and achieving high accreditation standards (The Joint Commission, 2023; Bumpas & Stuart, 2023). Philosophy or Culture Statement Genentech/Roche, based in San Francisco, is a biotechnology company focusing on developing treatments for life-threatening conditions. The company emphasizes patient safety and transparency, regularly reporting errors to the FDA and other authorities, reflecting its commitment to meeting patients’ needs promptly. Measuring and Monitoring The Joint Commission has set patient safety goals for 2024, including using at least two patient identifiers, enhancing communication among staff and patients, and adhering to CDC and WHO hand hygiene guidelines. Preventing surgical errors and maintaining aseptic conditions are also crucial to reducing infection risks (The Joint Commission, 2023). Organizational Improvement Incident Reporting Systems in large healthcare organizations help capture and document high-risk situations. These systems are valuable for identifying and addressing areas of deficiency, promoting voluntary reporting, and benchmarking safety performance (Oweidat, Al-Mugheed, Samira, Mohammed, & Alzoubi, 2023). Ethical Considerations Healthcare workers must adhere to the Hippocratic Oath, “Do no harm,” and manage HACs and HAIs effectively. Non-compliance with regulatory guidelines can lead to lawsuits, fines, and penalties. Ethically, healthcare organizations must provide the highest quality care and address the causes of HACs and HAIs to avoid legal ramifications (Park, Jeon, Kim, Kim, & Jeong, 2023). References Bumpas, J. W., & Stuart, W. P. (2023). Improving Care Transitions from Hospital to Home: Best Practice. Medsurg Nursing, 32(2), 84-88. Cason, K. (2018). Preparing for a Centers for Medicare & Medicaid Services Survey: The Official Voice of Perioperative Nursing. AORN Journal, 107(4), 498-501. MHA FPX 5014 Assessment 1 Regulatory Environment – Executive Summary Morantz, C., & Torrey, B. (2003). CDC Guidelines for Infection Control. American Family Physician, 68(11), 2280. Mostepaniuk, A., Akalin, T., & Parish, M. R. (2023). Practices Pursuing the Sustainability of a Healthcare Organization: A Systematic Review. Sustainability, 15(3), 2353. Oweidat, I., Al-Mugheed, K., Samira, A. A., Sally Mohammed, F. A., & Alzoubi, M. M. (2023). Awareness of reporting practices and barriers to incident reporting among nurses. BMC Nursing, 22, 1-10. Park, O., Jeon, M., Kim, M., Kim, B., & Jeong, H. (2023). The Effects of a Simulation-Based Patient Safety Education Program on Compliance with Patient Safety, Perception of Patient Safety Culture, and Educational Satisfaction of Operating Room Nurses. Healthcare, 11(21), 2824. The Joint Commission. (2023). Standards. Retrieved from: https://www.jointcommission.org/standards/#:~:text=Joint%20Commission%20standards%20are%20the,providing%20safe%2C%20high%20quality%20care. MHA FPX 5014 Assessment 1 Regulatory Environment – Executive Summary Warner, J. L., Zhang, P., Liu, J., & Alterovitz, G. (2016). Classification of hospital-acquired complications using temporal clinical information from a large electronic health record. Journal of Biomedical Informatics, 59, 209-217. 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

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MHA FPX 5012 Asessment 4 Personal Leadership Model

MHA, MHA-FPX5012 /

MHA FPX 5012 Asessment 4 Personal Leadership Model MHA FPX 5012 Asessment 4 Personal Leadership Model Student Name Capella University MHA-FPX 5012 Organizational Leadership and Governance Prof. Name Date Personal Leadership Model Emotional Intelligence Emotional intelligence encompasses the capability to recognize and comprehend one’s own emotions as well as those of others. Historically, the expression of emotions in professional settings was often considered a distraction and an impediment to productivity (Goleman, Boyatzis, & McKee, 2013). However, those proficient in emotional intelligence are adept at understanding their emotions, the rationale behind them, and their implications, along with their impact on others. Conversely, individuals who lack this understanding tend to experience elevated stress levels, which can lead to negative behaviors toward colleagues, such as passive aggression, yelling, and blaming others (Zeider, Matthews, & Roberts, 2012). This can create a workplace atmosphere where employees feel uncomfortable and less committed to the organization. Furthermore, insufficient emotional intelligence can hamper collaboration, as team members may hesitate to share ideas with a leader who cannot manage their emotions effectively. Emotional intelligence goes beyond merely avoiding negative behaviors; it also involves identifying and resolving conflicts efficiently. Leaders with high emotional intelligence cultivate a productive working environment where employees feel secure in expressing their opinions without fear of retaliation. Such leaders do not take things personally and can progress with implementing plans seamlessly. The development and quality of a leader’s emotional intelligence extend beyond themselves, significantly affecting their management of teams and interactions with coworkers (Ryback, 2012). Personal Leadership Assessment During my tenure at Accordius Health of Brevard, our reliance on agency-contracted positions through Fusion Medical Staffing and National Healthcare Staffing was substantial. The process entailed the agency compensating their employees and being reimbursed by the healthcare organization at a predetermined rate. In July 2018, I received urgent calls from both Fusion and National, informing me that invoices for Accordius had been unpaid since March 2018. They warned that if at least fifty percent of the outstanding balance was not settled within forty-eight hours, they would withdraw their staff from our facility. As the scheduler, I promptly alerted our Administrator and prepared for a potential staffing crisis. With approximately sixty percent of our staff being contracted through these agencies, their withdrawal would severely impair our ability to provide essential care per resident. I reached out to all our per-diem agencies, striving to secure as many replacements as possible. This predicament put me at risk of overstaffing, exceeding our budgeted levels if the crisis was averted. Being new to the position, I experienced immense stress and uncertainty about managing the situation with our limited resources. Reflecting on the situation, I realize I could have handled it more effectively by awaiting corporate guidance, explaining the circumstances to Accordius staff and seeking their support, or requesting temporary approval for higher bonuses to incentivize staff. These strategies could have minimized the risk of overstaffing and financial waste. Understanding one’s strengths and weaknesses and how to manage situations is vital for personal leadership development (Daft, 2014). Identifying areas for improvement provides a foundation for growth. By seeking new information and enhancing existing skills, I can better navigate stressful situations. Insights into my personal skills help shift my perspective on such scenarios, leading to more effective responses. Personal Leadership Model Crafting a personal leadership brand involves identifying crucial leadership values and consistently delivering on them. Based on my STAR assessment, personal leadership situational assessment, and emotional intelligence evaluation, my personal leadership brand is “Encouraging Achievement-Centered Collaboration.” Leading effective teams requires time, development, and complete commitment. Key leadership strategies derived from my strengths, emotional intelligence, and personal leadership brand include fostering trust and cooperation, promoting team-building, enhancing listening skills, brainstorming, delegating tasks for learning, providing clear direction and communication, and creating an organizational environment that nurtures harmony. MHA FPX 5012 Asessment 4 Personal Leadership Model Financial forecasting plays a crucial role in leadership development by predicting potential financial changes. Understanding financial stability and economic shifts allows leaders to plan and adapt efficiently (Ruben & Patel, 2017). Financial forecasting enables leaders to determine how to serve consumers more effectively, developing insightful leadership skills integral to a leader’s personal brand. Combining my strengths, emotional intelligence, and leadership brand, I aim to instill a commitment to quality care in those I manage. The ultimate goal for any healthcare agency is to improve the lives of those they serve. Leading in a way that instills these values in others requires promoting a goal-centered environment focused on commitment, caring, and quality delivery. My leadership approach emphasizes high levels of communication across all organizational levels and an open-door policy. References Daft, R. (2014). The Leadership Experience. Boston, MA: Cengage Learning. Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal Leadership. Boston, MA: Harvard Business Review Press. Ruben, G., & Patel, B. (2017). Financial forecasting and stochastic modeling: predicting the impact of business decisions. Radiological Society of North America, 238(2). Ryback, D. (2012). Putting Emotional Intelligence to Work. London: Routledge. MHA FPX 5012 Asessment 4 Personal Leadership Model Zeider, M., Matthews, G., & Roberts, R. (2012). What We Know About Emotional Intelligence. Cambridge, MA: The MIT Press. 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

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MHA FPX 5012 Asessment 3 Financial Leadership

MHA, MHA-FPX5012 /

MHA FPX 5012 Asessment 3 Financial Leadership MHA FPX 5012 Asessment 3 Financial Leadership Student Name Capella University MHA-FPX 5012 Organizational Leadership and Governance Prof. Name Date Assessment and Leadership Skills Plan Hello everyone, I am __, and today I will present my leadership plan aimed at enhancing the financial strategy and condition of our organization. This report will analyze the current financial leadership scenario and propose strategies to address financial gaps within our healthcare organization. Financial management in healthcare organizations poses significant challenges, requiring adept leadership to navigate. Leaders play a pivotal role in managing and planning the financial resources of hospitals, influencing organizational priorities and goals. In the context of the Home Health Agency, financial objectives exert a substantial influence on leadership decisions. The hospital must establish internal benchmarks concerning available financial resources and strive to maintain a balanced fiscal framework within the organization. Drawing upon previous analyses such as PEST and SWOT assessments of the hospital, this report will identify two critical financial targets for the nursing department to facilitate performance management and enhancement. Financial Targets and Performance Indicators and Measurements The objective of the organization is to assess financial leadership strategies using insights gleaned from SWOT and PEST analyses. According to Cabral and Oram (2019), healthcare finance key performance indicators (KPIs) encompass financial and quantitative metrics essential for effective financial planning and goal setting within hospitals (Beitz, 2019). The nursing department must first enable financial leaders to identify service lines or revenue-generating areas. By observing these areas, operational and financial enhancements become feasible. Key Performance Indicators (KPIs) are instrumental in assessing the effectiveness of financial activities within the nursing department. The organization utilizes KPIs derived from national frameworks. Strategic financial planning serves as the linchpin for ensuring budget allocations and long-term financial success for the hospital. The recommended steps include formulating a comprehensive mission and vision statement, aligning nursing department plans with the organization’s mission and vision, assessing the external environment for new opportunities, and developing a robust plan congruent with the capital budget (Cabral, 2019). These goals necessitate an evaluation of the organization’s financial performance, comparing current performance with historical data to develop financial projections. This comprehensive approach aids in aligning strategic goals with financial objectives, ensuring prudent financial planning (Cabral, 2019). Gaps in Financial Targets Vs Performance or Goal Attainment Discrepancies between year-to-date financial performance and predetermined goals highlight areas requiring attention. For instance, the provision of computers and tablets to nurses stands at only 55%, significantly below the target of 80%. The goal of mentoring newly hired nurses for 60 days extends to 90 days due to sluggish performance and inadequate focus on training and learning enhancement. Additionally, major expenses exceed projections, and underinvestment in leadership training further exacerbates the gap between targets and actual performance. Bridging these gaps requires proactive measures such as controlling operating expenses and optimizing staffing to achieve financial goals effectively. Leadership Plan for Closing the Identified Gaps for the Department Addressing leadership gaps is imperative for organizational success, as highlighted by self-assessment conducted during previous analyses. A crucial gap identified is the lack of motivation among nursing leaders to engage in leadership education and training programs. Strong leadership qualities among nursing managers are vital for maintaining optimal hospital financial performance (Lerman, 2018). Leadership planning aims to enhance leadership skills among nurses and executives, fostering a culture of collaboration and efficient issue resolution (Pedersen, 2018). Mandatory leadership training will enhance adaptability and aid in achieving organizational objectives. Evidence-Based Strategies for Effective Team Leadership to Achieve Financial Goals Understanding organizational culture and strategic direction is pivotal for improving leadership effectiveness and achieving financial objectives. Initiatives such as upgrading lighting systems to reduce maintenance costs and implementing team-based rewards foster a conducive environment for achieving financial goals (Gresh et al., 2021). Transformational leadership styles, characterized by passion, empathy, innovation, and risk-taking, prove effective in enhancing team performance and patient satisfaction, thereby improving financial outcomes (Cabral, 2019). Consistent application of nursing leadership skills facilitates budget planning, fosters teamwork, and reduces non-labor costs, ultimately aligning organizational goals with financial performance (Beitz, 2019). References Beitz, J. M. (2019). The perioperative succession crisis: A cross-sectional study of clinical realities and strategies for academic nursing. Nursing Economics, 37(4), 179-197. Cabral, A., Oram, C., & Allum, S. (2019). Developing nursing leadership talent—Views from the NHS nursing leadership for south‐east England. Journal of Nursing Management, 27(1), 75-83. MHA FPX 5012 Asessment 3 Financial Leadership Gresh, A., LaFave, S., Thamilselvan, V., Batchelder, A., Mermer, J., Jacques, K., … & Warren, N. (2021). Service learning in public health nursing education: How COVID‐19 accelerated community‐academic partnership. Public Health Nursing, 38(2), 248-257. Lerman, C., & Jameson, J. L. (2018). Leadership development in medicine. The New England Journal of Medicine, 378(20), 1862. Pedersen, A., Sorensen, J., Babcock, T., Bradley, M., Donaldson, N., Donnelly, J. E., & Edgar, W. (2018). A nursing leadership immersion program: succession planning using social capital. JONA: The Journal of Nursing Administration, 48(3), 168-174. MHA FPX 5012 Asessment 3 Financial Leadership Waxman, K. T., & Massawa, L. J. (2018). Talking the talk: financial skills for nurse leaders. Nurse Leader, 16(2), 101-106. 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MHA FPX 5012 Asessment 2 Personal Leadership Analysis

MHA, MHA-FPX5012 /

MHA FPX 5012 Asessment 2 Personal Leadership Analysis MHA FPX 5012 Asessment 2 Personal Leadership Analysis Student Name Capella University MHA-FPX 5012 Organizational Leadership and Governance Prof. Name Date Personal Leadership Analysis Critical Leadership Competencies for Health Care Organizations Core competencies are fundamental skills that are essential for effective management and practice within the healthcare sector. They provide a foundation for healthcare administrators and professionals to understand and adapt to the evolving demands of the industry. By integrating core competencies into staff development, organizations are better equipped to meet specific needs and drive performance improvements. Critical leadership competencies crucial for the success of healthcare organizations include analytical skills, policy development, communication skills, cultural competency, and financial planning and management skills. Analytical Skills Healthcare management involves handling complex and methodical responsibilities, necessitating strong analytical skills. These skills are crucial for adapting to new concepts and facilitating the planning process. Key categories of analytical skills encompass planning, technology management, and quantitative data analysis. Proficiency in analytical skills allows healthcare managers to effectively integrate new information, make data-driven decisions, and assess trends critical for organizational success. Policy Development Policy development is vital for healthcare facilities to effectively address various health-related challenges. It involves creating policies and procedures to prevent and manage diverse conditions over time, ultimately impacting service quality and organizational success. Essential areas of concern include disease prevention, leadership, medication management, and emergency preparedness. Effective policy development ensures the delivery of quality care and fosters proactive measures to address potential issues. Communication Skills Effective communication is essential for healthcare facilities to achieve positive outcomes and patient satisfaction. Enhanced communication levels among healthcare workers promote collaboration, leading to improved patient care and organizational reputation. Proficient communication involves clearly and strategically conveying information, facilitating dialogue among stakeholders, and evaluating communication efforts for quality enhancement. Cultural Competency Understanding cultural diversity is crucial in healthcare delivery to ensure equitable and effective care for diverse populations. Cultural competency entails acknowledging and respecting individuals’ backgrounds and belief systems, which significantly influence their healthcare experiences. By integrating diverse perspectives into program development and implementation, healthcare professionals can enhance patient outcomes and community engagement. Financial Planning and Management Skills Financial planning and management are essential for sustaining healthcare organizations amidst industry challenges. Effective financial management involves overseeing monetary operations, budgeting, and resource allocation to meet organizational goals. By ensuring financial stability and adaptability, healthcare organizations can optimize resource utilization and successfully navigate industry changes. References Institute for Healthcare Communication. (2011, July). Impact of communication in healthcare. Retrieved from Institute for Healthcare Communication. MHA FPX 5012 Asessment 2 Personal Leadership Analysis National Research Council (US) Committee on Health Impact Assessment. (2011). Improving Health in the United States: The Role of Health Impact Assessment. Washington, D.C.: National Research Council (US) Committee on Health Impact Assessment. Nowicki, N. (2011). Introduction to the financial management of healthcare organizations (5th ed.). Washington, D.C.: Association of University Programs in Health Administration. Council on Linkages Between Academia and Public Health Practice. (2014). Core competencies for public health professionals. Washington, D.C.: Council on Linkages Between Academia and Public Health Practice. Slipicevic, O., & Masic, I. (2012). Management knowledge and skills required in the health care system. Materia Socio-Medica, 24(2), 106-111. MHA FPX 5012 Asessment 2 Personal Leadership Analysis U.S. Department of Health and Human Services. (2017, February 15). Cultural respect. Retrieved from National Institutes of Health. 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

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MHA FPX 5012 Asessment 1 Organizational Analysis

MHA, MHA-FPX5012 /

MHA FPX 5012 Asessment 1 Organizational Analysis MHA FPX 5012 Asessment 1 Organizational Analysis Student Name Capella University MHA-FPX 5012 Organizational Leadership and Governance Prof. Name Date Organizational Analysis Healthcare significantly impacts individuals’ lives, prompting governments worldwide to develop strategies for its effective delivery. In the United States, numerous agencies, including Home Health Agency (HHA), are dedicated to serving communities by minimizing disabilities and illnesses through quality therapeutic care. This report examines HHA’s strategic framework using various analytical techniques such as SWOT analysis, PEST analysis, gap and weakness analysis, and the implementation of a balanced scorecard to improve organizational outcomes and decision-making. Strategic Analysis To evaluate HHA’s strengths, weaknesses, opportunities, and threats, a SWOT analysis was conducted under executive guidance. Moreover, the implementation of a balanced scorecard has facilitated the communication of operational strategies and fostered innovation. The gap analysis aims to optimize financial and marketing strategies to enhance profitability and process efficiency. PEST Analysis of the Organization Employing a PEST analysis, HHA examines political, economic, socio-cultural, and technological factors that could influence its future. This analysis informs strategic planning, aligning healthcare services with community needs and market trends (Miura et al., 2021). SWOT Analysis Established in 1988, HHA enjoys community trust and Medicare certification. However, it faces challenges such as financial constraints and evolving healthcare demands. Opportunities include expanding counseling services and forming partnerships with insurers, while threats include financial constraints and increasing competition. Organizational Scorecard Template Aligning measurement with strategy enhances the role of non-financial measures in evaluating organizational performance. The scorecard includes customer perspectives on cost, time, and quality, along with financial metrics for revenue growth and cost leadership. Strategies focus on re-skilling employees and providing counseling-based care to improve efficiency. Perspective Metrics Targets Initiatives Customer Cost, time, quality Improved customer satisfaction Develop counseling-based care Financial Revenue growth, cost leadership Increase revenue, reduce costs Optimize financial strategies Internal Process Process efficiency, innovation Enhance process efficiency Implement gap analysis recommendations Learning & Growth Employee skills, motivation Improved employee performance Re-skill employees, foster innovation Gap Analysis Template Based on evidence-based recommendations, HHA aims to enhance business operations, financial performance, and customer satisfaction. Key performance indicators (KPIs) help identify and address operational gaps, focusing on service quality and financial sustainability (Crotts et al., 2022). Gap Current State Desired State Actions Service Quality Inconsistent High consistency Implement quality assurance programs Financial Performance Below target Meet/exceed target Optimize financial strategies Customer Satisfaction Moderate High Improve customer service initiatives Conclusion HHA’s environmental and SWOT analyses underscore the need for staff development and leadership competencies to bridge performance gaps. Essential skills such as empathy and motivation are crucial for achieving organizational goals and ensuring community-centric healthcare services. MHA FPX 5012 Asessment 1 Organizational Analysis References Baird, K. M., Tung, A., & Yu, Y. (2019). Employee organizational commitment and hospital performance. Health Care Management Review, 44(3), 206-215. Candido, R., & Ellero, A. (2021). The Implementation of a New KPI in the Hospitality Industry During Economic Crisis. Co-Editors, 42. Crotts, J. C., Magnini, V. P., & Calvert, E. (2022). Key performance indicators for destination management in developed economies: A four pillar approach. Annals of Tourism Research Empirical Insights, 3(2), 100053. Lim, J., Lim, K., Heinrichs, J., Al-Aali, K., Aamir, A., & Qureshi, M. (2018). The role of hospital service quality in developing the satisfaction of the patients and hospital performance. *Management Science Letters, 8 (12), 1353-1362. MHA FPX 5012 Asessment 1 Organizational Analysis Miura, S. I., Nose, D., Kanamori, K., Imaizumi, S., Shimura, H., & Saku, K. (2021). Sustainable Hospital Management by a Cross SWOT Analysis in a Medium-Sized Hospital. Sustainability, 13(23), 13042. 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

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MHA FPX 5016 Assessment 4 Improvement Proposal about Health Improvement

MHA, MHA-FPX5016 /

MHA FPX 5016 Assessment 4 Improvement Proposal about Health Improvement MHA FPX 5016 Assessment 4 Improvement Proposal about Health Improvement Student Name Capella University MHA-FPX 5016 Introduction to Health Information Systems Prof. Name Date Improvement Proposal for Health Enhancement Vila Health Medical Center has been grappling with challenges associated with the Opus electronic medical records (EMR) system, particularly regarding its interoperability with other health data systems. This issue has led to reduced productivity and various operational difficulties. Effective utilization of patient data is critical for improving efficiency and clinical outcomes. Therefore, this proposal recommends adopting a new Electronic Health Records (EHR) system and hiring a Health Information Management (HIM) expert to ensure compliance and enhance overall performance. This proposal also includes a stakeholder analysis and suggestions for implementing contemporary data analysis programs. Logistical and Technical Recommendations Clinical and leadership staff have identified several key concerns: improving compliance with Meaningful Use (MU) guidelines, enhancing health information management, and increasing access to reliable healthcare data. The current system’s limitations, such as difficulties in tracking admissions and managing data, underscore the need for a new approach. The proposal highlights the necessity of accurate and high-quality data for better healthcare outcomes. Hiring an HIM expert would facilitate the implementation of a new EHR system and ensure effective data management practices. Data Results, Outcomes, and Alignment with Vila Health Goals An HIM expert brings the required expertise to address legal, medical, and administrative standards, ensuring compliance with MU guidelines and protecting patient privacy. By managing health information systems and analyzing patient data, the HIM professional can optimize incentive payments and enhance overall healthcare delivery. System integration and access to updated information would improve operational efficiency and financial health. Trends and Best Practices in Data Analysis Utilizing performance dashboards and key performance indicators (KPIs) can significantly enhance performance management and decision-making. These tools enable real-time data analysis, allowing leaders to identify areas for improvement and make informed decisions. However, obtaining stakeholder buy-in and addressing data privacy concerns are crucial for successful implementation. Stakeholders Proposal Collaboration with stakeholders is vital for system integration and enhancing data accessibility. Implementing the EPIC system would improve information sharing and patient satisfaction. Engaging stakeholders throughout the process is essential for successful adoption and to address any concerns. Conclusion Upgrading to a new EHR system is expected to bring numerous benefits to both patients and the organization. Improved interoperability and system integration will enhance productivity and streamline workflows. Ultimately, this investment will lead to better patient outcomes, reduced costs, and organizational sustainability. MHA FPX 5016 Assessment 4 Improvement Proposal about Health Improvement References Adeleke, I. T. (2014). Relevance of health information management (HIM) and the roles of HIM professionals in healthcare delivery systems. Bowman, S. (2013). Impact of electronic health record systems on information integrity: quality and safety implications. Ghazisaeidi, M., et al. (2015). Development of performance dashboards in the healthcare sector: key practical issues. Kruk, M. E., et al. (2018). High-quality health systems in the Sustainable Development Goals era: time for a revolution. Rittenhouse, J. (2015). Improving stakeholder management using change management tools. MHA FPX 5016 Assessment 4 Improvement Proposal about Health Improvement Tsai, C. H., et al. (2020). Effects of electronic health record implementation and barriers to adoption and use: a scoping review and qualitative analysis of the content. 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

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