Schneck Medical Center Executive Summary

Middleboro Community Hospital is a non-profit hospital founded in 1890 with state licensure, The Joint Commission accreditation, and American College of Surgeons approval. Over 120+ year history, Middleboro has grown to be a respectable facility in the eyes of the medical community as well as its immediate population of patients in Middleboro. Still, Middleboro must continue to fight to remain relevant and up-to-date with the latest medical technology and changing patient demographics and needs. In order to this, Middleboro Community Hospital has set these three goals as part of their corporate strategy:

As the Chief Executive Officer (CEO) of Middlefield Hospital, I am providing a detailed report of my strategies and recommendations to increase the financial performance and meet budgetary forecasts of our healthcare organization. These recommendations are for increasing our market share and make us a more competitive healthcare system.

Michelle Marrs, the new CEO for the C. W. Williams Health Center examines the current operational conditions of the facility. She understands the importance of the health care

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.

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

Stanford Hospitals and Clinics (SHC) is a world renowned academic health system that is comprised of 386 primary and specialty care clinics and the 476 bed Stanford Hospital (US News & World, 2015). The hospital and most clinics are situated in Stanford, California or the surrounding cities. The mission of SHC is “to care, to educate, and to discover for the benefit of patients and the larger community” (Denend, Mendelson & Zenios, 2010). They exemplify this mission by being nationally ranked in 13 adult specialties, including: #9 in ear, nose, and throat; #10 in cancer; #13 in diabetes; and #18 in cardiology (US News and World Report, 2015). Their excellent across multiple disciplines has helped SHC gain worldwide recognition for

Ronal G. Spaeth currently serves as the Chief Administrative Officer for System Development of Evanston Northwestern Healthcare (ENH) and serves as its President of the ENH Foundation for North Shore University Health System, as well as an Advisor of SA Ignite, Inc. (Bloomberg, 2016). Previously, he served as the Chief Executive Officer and President of both Cole Taylor Bank and Highland Park Hospital before Highland Park Hospital merged with Evanston Northwestern Healthcare. For almost a decade, Mr. Spaeth had served in various positions at Evanston Hospital, such as vice president of administrative services, vice president of corporate services, assistant secretary of the board of directors, senior executive vice president, to include the chief administrative officer he currently serves as (Grazier, 2005). In addition, Mr. Spaeth served as the Chairman of the Board of Trustees of the Illinois Hospital Association, Board of Governors of the American College of Healthcare Executives (ACHE), a Member of the Board of Commissioners of the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO), and Member of the Board of Trustees of the American Hospital Association (Bloomberg, 2016).

Sunnybrook’s mission, vision, and values are the “foundation for [the] organization’s identity” (Sadeghi, Barzi, Mikhail, & Shabot, 2013, p. 172) and serve as guiding principles in the delivery of quality care and quality improvement. As

Western Connecticut Health Network (WCHN) is a fairly large regional network, with a scope encompassing the vast majority of specialties and services as would be expected between several hospitals and a plethora of outpatient facilities. A well-organized executive leadership model helps ensure quality, through the core values WCHN has established, whilst keeping themselves in check through third party surveys and analysis. WCHN’s quality improvements have simply built onto an already strong foundation of health care quality, with a focus on the patients.

Paula, it is astounding that Mr. McDonald, at his level, has the ability to make an impact at the bedside. It is essential that leaders’ exhibit competencies in ensuring systems are in place to monitor and maintain quality patient care. In addition, it is imperative that the principles of the leader are such that they inspire a shared vision and a commitment to excellence. Furthermore, the behaviors, theories, and techniques a person exhibits define their success as a leader to a higher degree than their power position (Billiam & Siriwardena, 2013). Clearly, Mr. McDonald is a transformational leader who inspired the emergency department (ED) manager to resolve the overcrowding and wait time issue that is

Crittenden Health Systems used to be a decent healthcare facility till employee’s hours started getting cut, staffing started dwindling down and important components of the hospital were done away with causing patient’s lives to be in danger.

From this analysis the University of South Alabama Medical Center has the highest average for Quality-Overall Recommended Care with an overall average of 99.048%. Baptist Memorial Hospital North Mississippi is the second highest with an overall average of 98.918%. The third highest average for Quality- Overall Recommended Care is Baylor Medical Center with an overall average of 98.78%. (Why Not The best) These are the top three highest averages. The other healthcare facilities that came in line after the top three is Emory University Hospital- 97.927%, University of Mississippi Medical Center-96.001%, and St. Dominic-Jackson Memorial Hospital-95.838%. It is important to provide exceptional services to patient so that the healthcare facility can keep a high recommendation rating.

Lessons Learned: I found it interesting that the concepts that we have learned about are actually what leaders are faced with or actually believe. Reed Martin talked about communicating with different types of people and how it is important to tailor your communication style to the individual you are speaking with. I have found it frustrating and difficult to communicate with our Clinical Director and sometimes the physicians. Since, my interview with Reed, I have made an effort to think about our Clinical Director’s communication style and provide the big picture and not all the

As the healthcare industry continues to evolve, it requires people who attain great leadership qualities. The success of an organization depends on employees that can inspire people around them to achieve greatness and deliver quality care to the patients. Being in the healthcare industry, we have seen many changes recently. Therefore, by having a person with leadership qualities to guide others through these changes, while maintaining an organization that can deliver quality care is indispensable.

First, I will critique the Nurse Manager for Baker City Health Department who precepted during my Fall 2017 Leadership course. Additionally, she oversees the School-Based Heath Center (SBHC) located at the local High School, the location