Transformational Change : Change Acceleration Process At Providence Health And Services Alaska

Training is used to build knowledge and skills after employees have made the personal decision to support the change.

The health care system must change to improve our nation’s health and takes strong steps to address the unsustainable growth of health care costs in America. We still have a long way to go before our health system become effective. We still have population that do not have insurance, have difficulties accessing their health care, or their needs are not met within the healthcare system. It is an investment in prevention and wellness and increasing access to primary care physician.

Since the establishment of Intermountain Health Care, they have grown to become an internationally recognized system of 22 hospitals, a medical group with more than 185 physician clinics, and an affiliated health insurance company. They have been recognized for their achievements and innovations in the development of systems and management, in order to produce effectiveness and efficiency within the processes of healthcare through high quality services and minimisation of costs. Intermountain Health Care’s performance has proved to be advancing exponentially as of the mid 90s, due to clinical-improvement projects routinely showing significant cost savings.

These team leaders ensure adequate and efficient services are being provided to the local residence of Central West. Scott McLeod the Chief Executive Officer who has “over 25 years of health care management and planning experience in a variety of health-care settings, including hospitals and regional health authorities in Alberta, Manitoba and Ontario.” David Colgan the Senior Director, Health System Integration who “has held positions as Executive Director with the Simcoe York District Health Council; Administrator, Corporate and Clinical Services, Faculty of Health Sciences, McMaster University; Administrator and Vice President, Administration & Finance with the Clarke Institute of Psychiatry; and Assistant Executive Director, York County Hospital (now Southlake Regional Health Centre).” Brock Hovey the Senior Director, Health System Performance who “has worked in the Ontario Health Care System since 1988. He has held various positions throughout his career: Vice President of Clinical Support Services and Chief Planning Officer at Lakeridge Health; Chief Executive Officer, Whitby General Hospital; Director, Accounting and Information Systems, Cornwall General Hospital; and Manager of Ambulatory Care Services at the Dr. Everett Chalmers Hospital in Fredericton, NB.” Shellean Alman the Administrative Assistant, Health System Performance. Lynn Baughan the Director, Health System Integration. Patrick Boily the

Centura Health is their region’s largest hospital system that is faith based and not-for-profit, located in Colorado and Western Kansas. This system includes 15 hospitals plus more affiliated hospitals, over 100 physician practices, senior living communities, Flight for Life, Centura Health at Home, and laboratory services (Centura, 2014). The power, size, and large scale of this system causes it to be a god system to analyze during states of change. Currently, there are a lot of changes that are occurring throughout the healthcare system due to the Patient Protection and Affordable Care act that was signed into law by President Barak Obama. This act has called for a change to increase accessibility to healthcare, reduce the costs that are associated with healthcare, reduce the amount of duplication, and reduce the amount or errors (Herrington, 2010). Centura has created a strategic plan to address these changes and many other changes. Centura Health’s strategic plan is known as the Centura Health 2020 strategic plan. This strategic plan outlines long and short term goals. These goals, as well as previous goal, will be analyzed to understand how they plan on creating the need for change to ensure the successful implementation, as well as, understanding their historical approach to strategic change. Many organizations will look at past successes and failures to understand what went right and wrong to recreate, or avoid, those successes

While the new CDMR appears to be a promising care model, BCNU and nurses from across the province became increasingly concerned when the launch of CDMR at the Nanaimo Regional General Hospital resulted in a large number of RN and LPN positions replaced by HCAs (BC Nurses ' Union, 2013). Despite protests, Island Health continued with cuts in nursing staff (BC Nurse ' Union, 2013). CDMR

Accessibility and quality are being threatened due to cutbacks coupled with a lack of funding. There is a consensus now between medical professionals, the public, and the government that the health care system is deteriorating. It is failing to provide the quality of care promised in the CHA and prided by so many Canadians.

In the healthcare field, there are forces that drive practice and develop change within an organization. There are both internal and external forces in which not one organization is immune to (Kotter, 1996). By establishing a vision of the company, a sense of purpose and direction is created, working towards change within the forces (Huyer, 2014). When people participate in a vision, they work towards a common goal and identify what needs to be changed in order to reach that vision. In this paper, a presentation of Banner Health will be discussed, along with its mission and stakeholders, driving forces, viability, as well as an analysis of forces, a response to change, a vision for change, and an evaluation of change.

Established in the 1930s by Henry J. Kaiser and Dr. Sidney as a health care program for construction, shipyard, and steel mill employees, in 1945 Kaiser Permanente (KP) opened enrollment to the public (Our History, 2016). Despite many challenges and setbacks, KP has grown to become one of the largest leading healthcare providers (SPEC Associates, 2011; "Labor Management," n.d.). However, is KP ready to meet the health care needs of citizens in the next decade? This paper will delve into KP to assess their readiness as well as their strategic plans regarding network growth, adequately staffing nurses, managing resources, and maintaining patient satisfaction.

A realization has occurred among stakeholders that the health care system is in need of change. In a poll conducted by the Kaiser Family

Our healthcare system needs major restructuring. Major improvements needs to begin with "all health care organizations, professional groups, and private and public purchasers should adopt as their explicit purpose to continually reduce the burden of illness, injury, and disability, and to improve the health and functioning of the people of the United States", (Crossing the ……, 2001).

In my final analysis, I will review the present health care procedures. I will delve into the history of health care and the essential need for transformation in America. I will examine the existing health care reorganization in the United States; the Patient Protection and Affordable Care Act. I will look into the PPACA execution and possible repercussions. I will also look at the pros and cons of the new law. I will scrutinize and combine what changes need to take place in the future. And lastly, I will look explain how these changes will affect my role as a health care administrator.

Healthcare changes occur rapidly, and it’s a costly venture to constantly pay staff to research trends, and assist with implementation procedures. Organizations such as OAHHS have been developed to help remove that pressure individually, and allow Oregon hospitals to utilize the information that is provided and advocated for at the state level. Hospitals that take advantage of such programs benefit from this growing organization, which continues to hire new staff, are able to tackle specific projects that are of importance to those digesting information to tailor it for specialties.

The mission of Hawaii Health Systems Corporation is to provide accessible, comprehensive healthcare services that are quality-driven, customer-focused, and cost-effective. The vision of the organization is to be the provider of choice for the communities it serves, the employer of choice for its staff, and the system of choice for its physicians (www.hhsc.org, 2014). The organization works with the physician base along with other service providers to plan and implement business ventures that will enhance the services offered to its patients. Employees and community leaders are included in the decision making processes to ensure adequate representation. Each facility has its own separate mission and vision statement that integrates into the overarching statement of Hawaii Health Systems Corporation.

Trinity Hospital is a 150-bed facility located in the southeast United States. The hospital offers a range of services varying from internal medicine to neurology, and boasts a dedicated nursing staff and community-recognized excellence in patient care. While the hospital stands out in terms of excellence in several distinct areas of patient care, Board members an other higher-ups within the Trinity community have begun strategically planning for significant upgrades to the hospital in terms of what type of care is offered to patients being treated at Trinity. A strategic plan targeting oncology, orthopedic, and cardiovascular care has been developed in hopes of generated new revenue, new clientele, and new status for the hospital should these plans be carried out.