Cardiac Care Expansion Case Study

Introduction This assignment is presented in three parts. The first deals with the possible expansion of cardiac care in a small community hospital and the strategic planning involved in such a venture. The second, is a response to a case study involving Jane, who is overwhelmed on her job as a nursing manager, and in the process of trying to maximize her time at work by implementing needed changes. In the final part, I will use the material I am learning through this course and attempting to create a needed change in my current work environment.

Cardiac Care Expansion In the last three years, one of the changes to the payments made by the Centers for Medicare and Medicaid Services (CMS) included a decrease in payments made to hospitals

If it is determined that it is aligned in those areas a strategic planning committee is put in place. This committee should span across departments in the workplace and consist of those positive to change. The committee will appoint individuals to interview stakeholders, then an analysis of strengths, weaknesses, opportunity and threats will be made Sullivan (2013). The stakeholders for a community hospital include but are not limited to board members, executive management, key lenders and payors, all medical staff, foundations that have a role in bylaws and finance, politicians, Medicare contractors, state licensing and of course, the community itself. If the project is rejected by the local community, it will most likely find difficulty achieving its goals Van Denmark (2012). As a nursing manager in this scenario, I could assist in implementing this strategy by locating and grooming employees that embrace change with positivity as potential leaders for the expansion, or for them to become leaders in the med-surge unit should staff be transferred. I could also compile references and begin to create a knowledge base for the community hospital to begin to bring other employees up to speed on the impending

The ability to get your mind back on track after an interruption can take up to fifteen minutes Roselle (2016). If Jane were interrupted ten times per day, the time spent merely getting back on track could be measured in hours. Sullivan (2013) describes time wasters in three categories; 1) interruptions, whether they be phone calls, emails, or meetings, 2) breakdowns, either in knowledge, ability, or lack of foresight, 3) communication difficulties and at times this creating a lack of timing with other staff. The first thing I would employ for Jane is the use of a gatekeeper that understands the importance of her time and is committed to helping her protect her minutes. In Jane’s case, her assistant could be very helpful. Let the assistant know if there are crucial times throughout the day that you cannot be interrupted, and periodically inform the assistant of how you are doing towards reaching the day’s goals. The use of a hideaway may also be a way to assist Jane in avoiding unnecessary visitors. Equipped with her own WIFI connection, she can work at a local coffee shop, library, from home or in an unused conference room in the building Roselle (2016). According to Sullivan (2013), Jane sounds like a paper shuffler. Paper should only be handled once, then action taken to further process it. When paper work is