MHA FPX 5040 Assessment 4 Case Study Presentation for Tufts- NEMC

MHA FPX 5040 Assessment 4 Case Study Presentatio n for Tufts- NEMC

Student Name

Capella University

MHA-FPX 5040 Health Administration Change Leadership

Prof. Name

Date

Tufts-NEMC Overview

Tufts-New England Medical Center (Tufts-NEMC), established in 1796, has faced numerous challenges in maintaining its competitiveness over the years. After a merger with Life Span that lasted for five years, the organization decided to end the partnership. A significant turning point for Tufts-NEMC occurred with the appointment of Ellen Zane, who played a pivotal role in steering the organization towards a new direction.

Tufts-NEMC Transformation

The organization recognized an urgent need for transformation, which involved identifying key resources, disseminating critical information, and building trust among stakeholders. This approach was essential in creating a cohesive strategy for improvement.

Tufts-NEMC TOWS Matrix

Best Practices to Improve Clinical and Nonclinical Outcomes

1. Learn from other organizations: Adopt strategies that have proven effective elsewhere.
2. Define goals and measure outcomes: Set clear objectives and assess progress regularly.
3. Ensure continuity of care and discharge procedures: Improve patient handover processes.
4. Analyze data: Use data to drive decision-making and identify areas for improvement.
5. Customer service and satisfaction drivers: Leverage HCAHPS data to monitor patient satisfaction, focus on communication and teamwork, maintain executive sponsorship, promote transparency, and prioritize patient-centric care.

Revenue Implications

• Hospital quality reporting
• Reimbursement based on quality
• CARES Act funding
• Inflated labor expenses

Measurement to Assess Change

Assess Organizational Success After Change

• Improvement in hospital safety grades.
• Ranked as the 5th best hospital in Massachusetts.
• Awarded 4 stars for Patient Experience.

Conclusion

Tufts-NEMC demonstrates how effective leadership can guide an organization towards success. Ellen Zane’s leadership fostered transparency, trust, and active participation, which enabled informed decision-making and the development of meaningful solutions.

References

Bailey, V. (2021). High-Impact CARES Act Funds Were Disproportionately Distributed. Retrieved from RevCycle Intelligence: [link]

MHA FPX 5040 Assessment 4 Case Study Presentatio n for Tufts- NEMC

Bhatt, J., & Swick, M. (2017). Focusing on Teamwork and Communication to Improve Patient Safety. Retrieved from American Hospital Association: [link]

Bradley, E., Curry, L., & Ramandhan, S. (2009). Using Positive Deviance to Improve Quality of Health Care. Implementation Science.

Hersh, E. (n.d). Improving Patient Experience and Reducing Cost by Measuring Outcomes. Retrieved from Harvard T.H. Chan School of Public Health: [link]

Intermountain Healthcare. (2017). Finding a Cure for Healthcare’s Staffing Shortage. Retrieved from Intermountain Healthcare: [link]

Gallup. (n.d). Strategies for Hospital Leaders: Rounding Right. Retrieved from Gallup: [link]

Tufts Medical Center. (n.d.). Recent Awards + Recognitions. Retrieved from Tufts Medical Center: [link]

MHA FPX 5040 Assessment 4 Case Study Presentatio n for Tufts- NEMC

University of Southern California. (n.d.). 7 Ways to Improve Patient Outcomes. Retrieved from University of Southern California: [link]