Strategic Goals Of Vancouver Coastal Health

A dynamic, qualified and highly ethical healthcare professional providing key support in the areas of Applied Behavior Analysis, ACA Health Exchange Program, and Community Services Provider. Expert in analyzing data, resolving problems and providing superb customer service to personnel; experienced in writing comprehensive reports and creating compelling presentations. Experienced in developing process improvements that streamline workflow, and coordinating schedules. Excellent in working with business owners, senior-level executives, board members, and key stakeholders to develop strategic goals and action plans. Charismatic public speaker and dedicated client advocate who adapts quickly to changing environments and

responsibilities have prepared me with the exact experience desired. A few of my responsibilities have included induction training for our 100 new hires, multiple years of cognitive

Health care throughout the history has shown many changes. Every change brings in challenges in a workplace because change is more often met with resistance. It also brings in innovative ideas that steers the organization’s advancement and performance. The major motivation of change in this organization is to sustain a successful future in its continuum. For change to succeed, brilliant strategy, and clever implementation are necessary (Gandossy and Sonnenfield, 2004).

Even the most well planned out strategy will have challenges that are associated with them. This statement is true for each initiative occurring in the healthcare system. One of the problems faced when changing a system or adding to a system is resistance by the end-users. This resistance can come from any level, including the leadership. This creates a need to make the leadership understand the reasons for the change and allow them to become a part of the change, allowing them to buy-in. This buy-in from leadership will help the employees to understand the reasons for the change. This will help to reduce resistance, but not completely get rid of it. This challenge will be seen by each of these initiatives; however, each of the initiatives will come with their own challenges.

My current job is Principal of Sales Operations where I am the owner of all sales data and reporting from our CRM tool. I’ve been in the position for one year and three months. Beyond general clean-up of the data and reporting of final numbers, I’ve been tasked to create dashboards for our executive and managerial sales leaders to assist in company decision making.

Two leadership strategies which I will implement for professional development are: an adaptive leadership that promotes facility changes and continually challenging my co-workers to become self-aware by evaluating their values, beliefs, and behaviors. These two strategies are the foundations for evidence based practice and patient-centered care. As leaders we need to instill the qualities change may produce for better patient outcomes. Also, it will promote the continuous evaluation of

• I was a Social Media Lead for Eucl3d, a startup that brings video game characters to life through 3-D printing. I am in charge of their Facebook and Twitter, where I interact with core fans on message boards, video upload sites, and microblogging sites and increase traffic of their social media sites by 80%. I am also the primary communicator

298). Superior Hospital is organized in a functional structure in that it separates functional units based on finance, medical, clinical, and ancillary services or staff. A functional stricter is define as one in which the business groups people according to a particular set of roles or tasks (Davoren, 2015). Both strategies and structures should align in order to get the most optimal results, thus the functional structure is best fitting for the aforementioned strategies as it allow each individual and department to focus on their specialty, however, each area’s efforts roll up and integrate at the top of the chain so the entire organization improves. It is noted that when individual or group efforts integrate sustainability is realized over time (Shapiro, 2015). The critical success factors that are required to achieve this plan include strong internal/external relationships, new customers to increase market share and expansion capabilities, financing for resources such as technology, joint ventures or equipment. Critical success factors are vital components that must be executed well in order to reach the mission, objectives or goals of the firm (Manktelow,

A new medical organization will open in Tampa, Florida with its diverse population they will have no problem with flourishing. There are three physicians who decided to come together and put all their expertise into one practice. For this organization to work there are the vertical and horizontal dimensions. The vertical dimension is the upward and downward channels of communication, decision-making and direction of activities (chain of command). (Baack & Fisher 2013 Chap 7 Sec1) Having the correct employees will help them run the organization. Starting with the

Quint Studer founded Studer Group in 2000 (About Our Founder, n.d.). His prior experience as a teacher, department director, senior vice president and president of a hospital helped him build a platform for creating healthcare leadership tools, techniques and systems that aim to improve organizational performance and-most importantly-patient care (About Our Founder, n.d.). Improving a hospital's performance across all indicators can seem like a daunting challenge. But Quint Studer, founder and CEO of Studer Group, says findings from Studer Group's Learning Lab of nearly 800 healthcare organizations across the country indicate that it is possible (Dunn, 2011). In fact, three simple changes in the way you communicate with employees and patients

Due to the rapidly changing technology and approach as well as difficulty of satisfying the more aware and demanding clients, healthcare organizations are faced with more challenges than ever before. However, to ensure that client needs are met, it is important for the organizations to obtain the best outcomes at the lowest cost to ensure optimal value to patients, and emphasize on organization-centered care process. Healthcare practitioners should overcome the challenges in their organizations by enacting strategies that transform the systems’ performance.

What is your position title and the name of the institution at which you are employed?

I have worked in several environments that focused on innovative care. Teaching a compassion class involved numerous health care professionals. Hearing advice and stories from people in varied facets of health care gives me a better understanding of their respective fields. Those experiences have prepared me for developing professional relationships and collaborating in interdisciplinary teams. VITAS also takes a team approach to patient care and I was involved in communicating with them about the patient I volunteered for. In the free clinic, we connected with local resources to find affordable care for patients. Lastly, my commitment to integrative medicine and wellness promotion involves being aware of many modalities of health care.

An organizational strength is that the hospital has the leadership in place to formulate strategic plans. The hospital has CEO, CFO, CMO and COO and other executives to assist with the success of the hospital. The CEO can enlist the expertise of these leaders to discuss a plan of action that will allow the hospital to succeed in the new market of health care delivery. The ability to develop strategies is cited by the American Management Association as “the most important competency for a leader” to master (Horwath, 2015, p.10).

As requested, here is a brief synopsis of the work I’ve been doing since I resigned my full-time employment at GreenPointe (GP) as of December 31, 2016.