Section One Capital Project

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

Leadership in a healthcare setting requires a great breath of knowledge specific to healthcare and but it also requires soft skills that can be translated to many other professional endeavors. This essay will examine the leadership style of a specific healthcare professional, the strategies and skills that she uses to motivate their staff members and the results or impacts of the application of the skills and knowledge of leadership. The interview of this leader allowed an insight into the inner workings of both the leader herself, but also into the challenges that her organization faces. A more thorough understanding of organizational leadership and culture in particular could benefit this leader and provide this leader with additional

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.

The successful evolution of this organizational structure in a competitive marketplace has required a close partnership between managers and physicians supported by a culture of physician group accountability for quality and efficiency. An overarching agenda for achieving excellence focuses on high-impact health conditions, provides goal-oriented tools to analyze population data, proactively identifies patients in need of intervention, supports systematic process improvements, and promotes collaboration between patients and professionals to improve health.

The question can be argued that why isn’t the approach of running a quality improvement-focused business with the aid of automated process systems being applied to all health care delivery

Health Care in the United States is a vast industry that has many different types of people involved in the delivery of care. There are stakeholders that affect the daily operations of health care and they are not necessarily in a hospital setting. The Agency for Healthcare Research and Quality, AHRQ, defines a “stakeholder” as persons or groups who have a vested interest in the clinical decision and the evidence that supports that decision ("Effective health care," 2011, p. 1). These stakeholders are making decisions that impact costs, procedures, and the future of

A little history on the U.S. Department of Veterans Affairs and the Veterans Health Administration (VHA) which happens to be the largest of three administrations sections within the department. The primary mission of the VHA is to provide quality medical care and services to America’s military Veterans. VHA operates one of the largest health care systems in the world In addition they responsible for providing training to the majority of America’s medical, nursing, and allied health professionals. This account roughly for more 60 percent of all medical residents whom obtain a portion of their training at VA hospitals and our medical research programs benefit society at-large. Today’s VHA continues to meet Veterans’ changing medical, surgical, and quality of life needs. New programs provide treatment for traumatic brain injuries, post-traumatic stress disorder, suicide prevention, women Veterans, and more. For that reason the VA diligently seeks to bring into the administration reliable and highly motivated people. The mindset within the administration that is essential to providing quality health care. With that being said the Department of Veterans Affairs, Human Resource department is vitally important to bringing into all facets of the organization quality personnel in order to accomplish such a complex mission. During a recent interview that conducted with one of VA Human Resource Professional, the following questions were posed to her:

In today’s health care organizations, Continuous Quality Improvement is a structured organizational process created to improve the quality of health care. The CQI system uses data collected to make positive changes and to recognize trends even before a problem exist. I had the opportunity to administer a “one on one” interview with one of University Medical Center‘s Epic Application Coordinators. Debra Lewis is Senior Analyst whose job entails building systems or designs in the Electronic Medical Record (EMR) department for end users. The Health Information and Compliance Departments are her clients within the hospital. Debra usually deals with the Health Information Modular (HIM) to create applications request which consist of release of information and identity, deficiency tracking, and hospital coding. If the client recognized that the current application needs improvement to be more efficient, they can send a request to see if a system can be built to a specific model for a particular provision. Her educational training has enabled her to perform at an advanced level throughout her professional career. Debra received her A.A.S degree in Health Information Technology, a Bachelors and M.B.A. in Business Administration, and also received credentialing as a Registered Health Information Administrator (RHIA). With over 25 years of healthcare experience, she is no stranger to Continuous Quality

65). For example, small organizations usually have a flexible framework that can produce changes at a faster rate with desired results than a larger organization. One organization that has always been criticized for their poor quality of care has been the Veterans Health Administration in the Depart of Veterans Affairs (VA). According to the documented study on quality of care and the VA, this was previously due to the lack of documentation (before EMR), poor performance management, the low quality care and displaced payment policies (Jha, Perlin, Kizer, & Dudley, 2003). With the use of various new principles and the reengineering of the Veterans Health Administration considerably improved the quality of care for veterans

Healthcare is a complex adaptive system which keeps on changing and transformational leaders are in constant work to improve the quality care of the patients. Healthcare professional is to do no more harm; despite all the effort, there are still adverse events caused by system failure. “Conservative estimates are that hospitalized patients experience 380,000 to 450,000 preventable adverse drug events each year” (Joshi, Ransom, Nash, & Ransom, 2014, p.393). Leaders understand the urgency of quality improvement and used a mix quality improvement tool to Plan, Do, Study and Act (PDSA) to achieve it.

Also the anthropologist working on the project decided the best way was to have the people “telling their own story instead of having it told to them” (Jackson 2009, 6), yet that being so they didn’t seek to discourage the community either and all the work onto them but rather they were inturn “shaped by the suggestion of the diverse” (Baber 1998, 28) people which helped them try to accomplish the task set before them. Therefor all the projects whether it be The Other Side of Middleton by Elizabeth Campbell and Luke Lassiter, the project conducted on Central Avenue directed mainly by Susan Greenbaum, Jennifer Paul, M. Yvette Baber, and Cheryl R. Rodriguez, or Antoinette Jackson's research on conducting heritage research, they all have their

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

“Mimic the best brands on costumer satisfaction strategies” (Carmine Gallo 2016). Leaders must convey a vision and mission of the objective in order to get employees to contribute to a great cause, “healing human kind one patient at the time by alleviating suffering, promoting health, and delivering acts of kindness”(Feinberg 2016). Effective leaders project values and ethics among employees by leading by example on a daily basis. Successful health care leaders take action by helping others to accomplish their duties by going to their work areas and helping with their medical task in order to take care of the patients needs. Effective communication is an essential key component in effective and successful health care leadership. The medical practice must train all employees to communicate effective in writing and verbally so there is no misunderstandings between patient and health care provider. Lastly, a great health care leader must be able to inspire confidence with exceptional bedside manner that allows patients to feel comfortable and connect with their medical provider. A good provider tells a great story and invites patients to do the same instead of reading from a chart, “invite patients to speak” (Carmine Gallo

Leadership has implemented many standards and measures to improve the patient experience in the inpatient areas including, nurse manager rounding on all new patients, bedside shift report, communicating empathy, purposeful encounters (hourly rounding), and a quiet environment protocol for evening/night shifts. Because my unit is an ambulatory outpatient unit, our initiatives are different. Our intervention for enhanced patient experience involves greeting patients warmly upon arrival, create and maintaining a professional environment and ensuring positive and timely communication (OneSource, n.d.-b). My organization builds a culture of recognition to support the medical center’s mission and it is important in transforming us into a Workplace of Choice and a High-Performance Organization (OneSource, n.d.-d). There are several staff awards that recognize individual efforts. The internal reward programs are the BRAVO and DAISY awards. BRAVO is a program that staff can use to recognize each other’s efforts. The DAISY award recognizes excellence for nurses who treat patients and families with compassion, instill faith and hope and exceed expectations by anticipating and understanding patient needs. There are also external awards that staff nominate their peers for, including the American Association of Critical Care Nurses, the Mid-Ohio Nurses Association, March of Dimes and others

Safe, effective, patient-centered care delivered in a timely and efficient manner is the goal of quality healthcare. Unfortunately, the delivery of such quality faces serious concerns. The Institute of Medicine (2001) describes the quality gap in healthcare as having three types of problems, “overuse, underuse, and misuse” (p. 23). In recent years, emphasis on improving the quality of care has increased (IOM, 2001). Quality improvement methods, such as plan-do-study-act (PDSA), have successfully enabled health care providers to address the quality gap. The purpose of this paper is to identify a quality healthcare problem, discuss the quality improvement plan, and describe the strategy for implementing effective change using the PDSA method.