GYN Survivorship Reflection

The superior act of living an effective life lies in the pursuit of excellent vision, to move from where we are to where we ought to be, either as a person or as an organization. A health care leader must motivate the organizational team, find how to work with the associates to effectively dedicate their time and energy to achieve the identified goals and objectives through the established vision. The team members need to buy into the vision, where they are currently doing what the leader envisions, the leader must encourage them, keep them on track and set standards for the team by setting goals and objective, flowing from the vision. This will enable the leader to move the health care organization to the expected performance level within the set time period. The leader must ensure that individual responsibilities of the associates are identified, motivated and resources provided to achieve the identified goals. To pursue the vision, I will lead the development of the health care organization’s strategic alignment of clear goals and objectives, to preserve the core mission and encourage progress toward the envisioned future state. Also, I will encourage and provide the direction for the organization without hindering the development of the goals that we expect to accomplish.

For VCH, preparing for implementation of the ACA focused primarily on expanding its operations and increasing its patient capacity, and this is the challenge I will focus on in evaluating Ms. Wilson’s leadership (P. Wilson, personal communication, June 5, 2015). Recognizing that this was a time of unprecedented change in the organization’s history and in her tenure as its leader, Ms. Wilson immersed herself in learning about change management and the tools she would need to lead the organization through its expansion. The

A third strength of my leadership practice is my ability to meet the goals of the organization in a timely matter. The trust that I have for our CEO allows me to challenge any of my assignments enough to clarify the needed outcomes and then I become fully supportive. With the weakened state of the healthcare systems across the nation, it is imperative that my team and I are responsive and quick to take action when called upon. The fact of the

(Time limited) Throughout the next 15 weeks, I will attend meetings with Helene related to Quality Improvement at Rex Healthcare

All staff meets briefly to make everyone aware of how many patients are booked; how many appointments are confirmed; and how many appointments are available. Staff is also informed of who will be out, who will be late, and what things need to be done if time permits, so that priorities for the day may be established.” (Schuman, August 2015)

Recently while working at MedRite Urgent Care in New York City I was awarded the role of head medical assistant. In this role I am in charge of making sure the other medical assistants are doing their jobs properly, become aware of new protocols, make sure the rooms are properly stocked with supplies, and assist in training the new staff as they join our team. I have learned from this role that it is important to not only lead my staff, but also be a part of their team because when we work together we can provide more efficient medical care. The staff feels comfortable coming to me with questions and I am always encouraging them to share any suggestions they have about improving our system. Since taking on the position I have created expectations

After completing my Master's in Biomedical Science at Barry University, I increased my work hours at Good Samaritan Medical Center from thirty hours a week to forty hours. This opportunity increased my clinical exposure allowing me to have more interactions with patients. In addition, I continued working on a research review article on the effects of anti-emetic drugs on postoperative gynecology procedure. I plan to continue working on writing review articles with Barry's Biomedical program Director Dr. Chandra, to sharpen my research skills and writing skills.

This week in clinical, I met most of my short-term goals from last week. I became more comfortable on the unit and was able to be more familiar with the environment. I heard morning report and change of shift report, I participated more in medication administration, and felt more comfortable with myself and my role as a student nurse. I had many opportunities to talk to patients and was able to talk to everyone on the psychiatric side and engaged them in conversation. This week I met my goal of becoming more aware of myself and was able to reflect on my communication when talking with patients. Another short-term goal I want to add is giving PPD tests and flu shots to patients who do not have them. This past week, I was able to watch one being administered, and hope that I can give a few next clinical. Along with hearing report and giving medications, I was able to be more active in general. I talked to more people, saw the admission process, and went outside with the patients.

(Usefulness of interventions in helping patient attain goal. What parts of the care plan were updated during the shift, or should have been?)

I previously posted a dissatisfaction post regarding my longtime OB-GYN retiring. To rectify the situation, the organization could have been more empathetic towards his patients. I initially received a phone call asking me to switch my appointment to another GYN because mine retired. But what! Let me process what you just told me about my doctor retiring. Then I received a letter about the new name change of the practice. However, I believe, the practice leaders handled it all wrong. The practice leaders should have launched a small campaign. When a doctor has been in practice for a long time, it is no small thing that he is retiring. First, the office leaders could have sent out a card announcing the retirement of the GYN since it was unexpected.

Dr. David Torchiana (Cardiac Surgeon) and Dr. Richard Bohmer (Quality Improvement Administrator) want to improve the process in the hospital by

Accordingly, hoping for relatively a quiet day as a newly Practice Manager is necessary to keep the UCF Community Care Center (UCCC) organized and out of trouble. This facility is open Monday – Friday from 7 a.m. to 5 p.m. and Saturdays from 8 a.m. until noon. However, it was 3:20 p.m. when an important call from the front desk stating a patient arrives late for 20 minutes of 30 minutes because of a flat tire and his cell phone battery died wants to talk to a manager. To some extent, UCCC clinic policy is clear that past 50% of the appointment time has elapsed, the patient needs to reschedule.

discussing the management plan and updating the electronic medical records, also I participated in inpatient rounds in the afternoon at

I learnt a lot on the job, such as how to relate and communicate effectively with different cadre of staff, from the cleaners to HODs, to reach a common goal. This was vital in one such case where I proposed and instituted a new strategy in my unit for quickly assessing patients’ case notes and vital information during wards rounds, which had hitherto, caused delays and led to overly extended rounds. I took up job positions that gave me the opportunity to participate adequately in management; and in my next two job appointments, I combined the responsibilities of management with those of a medical practitioner, as the Chief Medical Officer. The results were greatly rewarding, as I found joy in not only helping patients one on one but also on a large scale through my efforts in ensuring effective management of the organizations . I have been privileged to work in the Government, Private and Non Profit sector and witnessed different styles of management based on the business’s goals and

I have been a Patient Access Specialist for the past eight years, in that time I have learned much about self-management and customer service. I have held several jobs prior to the current positon I hold; I was a cashier at Burger King, new employee trainer, waitress, and team lead waitress at Applebee’s. I was a medical biller, medical coder, and office manager at Freeman Chiropractic. The last two position I held were at Michigan Heart and vascular and currently Otsego Memorial Hospital as a patient access specialist (Otsego Memorial Hospital). In all of my positions I grew as a person and learned how to work with others and communicate effectively. As a patient access specialist working midnights in an emergency room, I have learned how to work in a small efficient group to get big tasks completed quickly. I have to listen, assist when needed, talk clearly and effectively, and be ready in an instant for something to happen.