Psy 270 Week 9 Final Project Management Plan

The Hillman Cancer Center is a nonprofit center dedicated to research, prevention, and the healing of cancer. They are partnered with The University of Pittsburgh Medical Center (UPMC). “ At UPMC Cancer Center”, they “are connected to patients to the integrated expertise of leading clinicians, academic researchers, specialty programs, and treatment centers” (Hillman Cancer Center, 2016). Their center is accredited and has a commitment to quality. Grobman reviews the importance of quality in nonprofit organizations. It allows nonprofits to gain grants, donations, board members, volunteers, media coverage, and political support (Grobman, 2015). Hillman Cancer Center is “ on a mission to prevent, treat, and heal cancer. And are consistently recognized by national, independent oncology care organizations for high standards of cancer care. At UPMC Cancer Center, patients come first. They work tirelessly to ensure cancer patients safety and to provide an exceptional level of cancer care” (Hillman Cancer Center, 2016). Poertner and Rapp also review the principles of consumer-centered management; venerating the people we call consumer or clients, creating and maintaining the focus, a

Recruiting new employees is one of the biggest challenges health care organizations face today. The total population of RN's available for staffing is rising at the slowest pace of the last 20 years (Keller, Siela, Twibell, 2009). Healthcare facilities across the nation are struggling to meet the staffing requirements to stay afloat and provide adequate care to patients. The question in front of many organizations is how to stand out in a competitive workforce and recruit top hires.

The role of human resources is also very important in maintaining an effective health care industry. If the managerial personnel are performing their duties effectively and efficiently in a health care organization, the organization will automatically progress. Additionally, the organization will provide the improved outcomes of the patient health and health care delivery as well. This is so because human resource is also considered as one of the most important inputs to effective health care services. Although there exists a variety of challenges in inducting qualified human resource professionals but there is a strong need to solve this issue. (Kabene, 2006)

Research for this capstone project is designed to determine the preferred model of provider construction to meet the unique staffing needs for the MidMichigan Health System (MMHS) consistent with the existing staffing model. Hospitals face a number of challenges making it difficult to improve patient care and reduce costs. One way healthcare organizations can effectively address many common concerns is by developing and deploying an appropriate provider staffing model. The ultimate goal of MMHS is to provide quality care for patients while complying with the standards set forth by the Joint Commission accreditation and reducing 30 Day

ATTENDANCE: Jeri Harlow, Associate Administrator; Michael Bolton, CFO; Quian Buford, Director of Performance Improvement; Morry Mitchell, Director of HR; Janice Barnett, Military Care Coordinator; Cathy Becker, Director of Acute Services; Gretchen Rhodenizer, Nurse Manager; Nancy Schierding, CNO; Frank Rose, Director of Military; Kisheena Taylor, Nurse Manager

I had the honor of shadowing Jenn Dagger, a registered Oncology nurse who works at the Perelman Center for Advanced Medicine. She works in the Oncology unit located on the third floor west pavilion, which contains both the Rena Rowan Breast Cancer Center and the Jordan Center for Gynecologic Cancers. She graduated from the University of Pennsylvania with a Bachelor’s degree of Science in Nursing and decided to stay in Philadelphia to pursue a career. She originally worked in the Cardiac unit, but she came to the realization that this unit did not fit what she wanted in a career. After acknowledging her dissatisfaction, she decided to switch to the Oncology unit. This change proved to be successful, as she now loves her job and feels fulfilled in her role as a nurse. During my visit she demonstrated leadership and teamwork among the other nurses in the unit. In recognition of her work caring for patients and their families, she received the DAISY (Diseases Attacking the Immune System) Award.

Where Has All The Staff Gone? Strategies to Recruit and Retain Quality Staff by Helen M. Hauff explores the dangerous shortage of nurses in healthcare. The shortage of nurses today has challenged and tested many human resources departments, forcing many directors to “think outside of the box” and look at different strategies for recruitment and retention. According to Hauff, the average recruitment costs per nurse can exceed $100,000 and the supply of nurses needs to increase by 9% a year just to keep up with demand (Hauff, 2007). Many health care systems and specialty clinics have tried to lure registered nurses and nurse practitioners with higher salaries and better benefits. The competition for quality staff has come with a price, staff turnover results in extra costs for recruiting and retraining employees. Hauff, a certified transplant nurse naturally focuses on the staff shortages in her specialty. The shortage of certified transplant nurses is critical, and according to Hauff many health care systems are closing down transplant units due to staff shortages and rising costs. Although Hauff tends to focus on solving the problems with transplant specialists, the same recommendations she outlines can be applied to any health care specialty.

Healthcare systems are in needs of future leaders, cultivating high-potential employees should be the priority of any organization. With the omnibus leadership model, healthcare facilities need to develop and identified high-potential employees as early as possible. This can be done by improving or developing

Kendra Chappell is a clinical shift manager (CSM) in the emergency department at Forsyth Medical Center (FMC). According to their website, Forsyth Medical Center is a 921-bed, not-for-profit, regional medical center in Winston-Salem, North Carolina, that offers a full range of medical, surgical, rehabilitative and behavioral health services (About us, n.d.). FMC has earned magnet designation from the American Nurses Credentialing Center (About us, n.d.). Kendra has twenty years of nursing experience including working as a Practical Nurse before obtaining her Register Nurse degree 15 years ago. She was a staff nurse in the emergency department for ten years before being promoted to CSM. She has earned a bachelor of science in nursing at Appalachian State University and is a Certified Emergency Nurse. She is certified in basic life support, advanced cardiac life support, pediatric advanced life support, trauma nursing core course, and emergency nursing pediatric course, certifications that are required of all emergency nurses at FMC. Kendra oversees the 81 bed FMC emergency department from 7 a.m. to 7 p.m. every Friday, Saturday, and Sunday. She supervises 25 to 30 nurses and 10 to 15 nursing assistants throughout the course of each shift.

Confident that her education, clinical background, and work experiences will provide much value and benefits to any organization.

Nurses are crucial in providing quality care in the health care industry. It is imperative to maintain the proper staffing ratio to ensure that nurses can maintain high quality care for their patients. Studies have shown that the increasing workload of nurses can be linked to increased patient deaths, medical errors, hospital-acquired infections, longer hospital stays, and many other complications. (National Nurses United n.d. ) Leaders and managers play a vital role in developing

Last Wednesday, I shadowed Jennifer, Amy, and Laura on the eighth floor Infusion Clinic for four hours. Jennifer was the first nurse there that morning. She graduated from Marion University and developed her IV skills with a mentor while working in Interventional Radiology. On that unit, a lot of the patients had Chronic Kidney Disease, so hand IVs were performed to save patients’ arm veins for dialysis. She does not have any additional certifications related to IVs. She enjoys working in the infusion clinic because she loves oncology. Her number one tip for starting IVs is to always try on a patient because facing a challenge is a great way to learn.

Montgomery is a Registered Nurse in the state of Colorado and got her Bachelors in Science of Nursing from the University of Colorado in 1988. With her nursing education, she started off being a med-surge nurse, then went into being a labor and delivery nurse, and then a charge nurse. When she was working as a charge nurse, she got promoted to be the manager of that unit that consisted of labor and delivery, postpartum, and a neonatal intensive care unit. She then realized that in nursing she didn’t really learn about the business side in health care and in the manager position it would require some application of business. That is when she decided in 2010 to go back for her master’s degree in organization leadership and management through Regis University and took the management position. When Ms. Montgomery was working as a manager her boss left and she was given another promotion to be a director of the department, which is what she has been working since. I felt especially honored to interview Ms. Montgomery because similar to her, I also plan on pursuing my Bachelors of Science in Nursing once I complete my bachelors in Health Care

With the expected growth in the allied health sector in the coming years due to increased patient care demands, healthcare organizations in the United State will need to take steps to maintain a high quality of care. These steps will include ways to ensure that well trained staff are hired, adequate new staff on the job training and orientation, continuous review of policies for improvements in safety, care, risk management and quality assurance. In addition to focusing on the integration of the incoming allied health personnel, healthcare organizations are expected to review how care is currently provided, and find new ways to provide care and meet the great increase in demand for care.

In today’s health care environment, it can be challenging for organizations to recruit qualified health care providers who are willing to take on more complicated patients and learn new complex health technology systems (Little & Kinard, 1999). Thus, it is imperative for health care organizations to enact positive human resource (HR) policies that will attract highly qualified job candidates to their organizations. In my current health care field--primary care, recruitment is especially difficult because primary care health care providers are not compensated as well as other specialty health care fields and their workloads are increasing after the passing of the PPACA (Patient Protection and Affordable Care Act) (Ghrob & Bodenhemier, 2012).