Part 1: Organizational Goals Analysis – Case Study on Lockerport Medical Center with Solution

Case Study on Lockerport Medical Center – Standalone healthcare organizations continue to face the challenge of having capital and financial costs that obscure the facility’s set goals. This and other challenges call for such hospitals to seek partnerships and other forms of business partnerships…

Part I: Organizational Goals Analysis

This is a case-based paper. You have just obtained a key management position within the Lockeport Medical Center Human Resources Department and are charged with conducting an analysis of Lockeport’s organizational goals, identifying essential positions that align with those goals to ensure goals are achieved, and making reasonable recommendations for compensation strategies that are specific to the workforce trends and potential challenges of recruitment and retention for the geographic location and type of organization presented in the case. You have been asked to assist in aligning workforce capacity with the organizational needs of the organization in order to ensure delivery of cost-effective, high-quality healthcare. You must first become familiar with Lockeport Medical Center by reviewing the document “Organizational Description—Lockeport Medical Center, and conduct your own research into the workforce conditions specific to healthcare workers and physicians that pertain to Lockeport. Based on your analysis of the workforce environment for Lockeport and the organizational description and goals you have developed and inferred from the case information, address the following: (2-4 pages)

• Provide a brief and specific introduction to Lockeport Medical Center including a discussion of its geographic location and the anticipated advantages and challenges that it may experience related to workforce environment specific to that geographic location. Make sure to include any unique considerations that apply to this type of organization. Cite your research about workforce conditions relevant to the location and type of organization that describes Lockeport
• Infer five organizational goals of the Lockeport Medical Center, and explain why the goals are essential to the operational success of this medical center. Create goals in your own words that best address the goals as outlined in the case.
• Infer five values of the Lockeport Medical Center, and explain what the values communicate about this organization.  Discuss values using specific language that relates to the case details about Lockeport’s location and the anticipated needs for this type of organization.
• Describe five key employee traits or qualities relevant to and necessary to fulfill the described organizational goals that are specific to Lockeport, and explain how each key employee trait or quality is essential to achieve the organizational goals.
• Insert an organizational chart that highlights 10 potential positions that align to specific organizational goals you have created.  Present a realistic and authentic organizational chart that illustrates where these potential positions would be placed within the chart showing realistic lines of reporting. The organizational chart needs to be realistic for the size and type of organization as described in the case.
• Summarize by explaining how each of these positions will specifically help Lockeport Medical Center achieve its organizational goals.

Part II: Compensation Methods

During your training for the management position you now hold at Lockeport, you learned that developing an effective compensation method is essential to a company’s employee turnover and retention. You also understand that factors that reduce turnover and allow for competitive recruitment are very different based on geographic location and by type of organization. For this slide presentation, you will prepare a brief and informative summary of your recommendations on the most effective compensation methods to achieve Lockeport’s goals. Your audience is the executive leadership for Lockeport, including its Board of Trustees. Create a 6 slide (not counting references slide) presentation with audio narration to present to the executive leadership team. Your presentation should:

• Describe at least three different compensation methods for support staff and at least two different compensation methods for physicians that would be options for Lockeport.
• In a summary slide, explain the impact of compensation on the recruitment of support staff and physicians at Lockeport Medical Center.

Part III: Job Description

As a final part of your three part proposal package for the executive leadership team, you will provide a job description that aligns with the goals of the organization for one of the specific and key positions you identified in Part I. 

• Complete the “Job Requirements Matrix” for one key position at Lockeport Medical Center.
• Create a job description for the key position. (Use the sample “Job Description” as a guide.)

Solution

Case Study on Lockerport Medical Center

Part I: Organizational Goals Analysis

Introduction

Standalone healthcare organizations continue to face the challenge of having capital and financial costs that obscure the facility’s set goals. This and other challenges call for such hospitals to seek partnerships and other forms of business partnerships. The said organization can overcome the contemporary business environment that would adversely affect the facility’s stated mission and vision of offering quality healthcare that is also affordable (US HHS, 2018).

Operating against a backdrop of where healthcare organizations working in the US healthcare system have to implement the principles and philosophies of the Patient Protection and Affordable Care Act of 2010, terms like team-based care constitute a fundamental part of any healthcare facility’s organizational goals. Key performance indicators like unnecessary readmissions have more serious financial implications to a hospital.

Simultaneously, transparency means more patients demand and expect to play a larger role in their health, treatment, and experience in the hospital. Therefore, hospitals have to analyze their organizational goals and compensation methods to ensure that the workforce promotes its goals and aspirations. It is imperative to examine the workforce environment of the selected organization’s workforce environment and its description and the plans through a case study.

Towards this end, the paper has set Lockerport Medical Center (LMC), a large urban hospital situated in Boston, Massachusetts. The paper is presented in three parts. The first one detailing a concise introduction to LMC, its organizational goals, and potential positions and concludes with a summary of how each of the top ten positions would help LMC achieve its set goals.

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Introduction to LMC

LMC is an organization offering healthcare services to the Boston population and others as well. Considered to be the Mecca of medicine, Boston boasts of high-quality medical hospitals and training schools whose recognition traverses not the just the State of Massachusetts but beyond the national borders of the US. The healthcare facility is located within the Lockerport seafaring urban center in Eastern Boston. The majority of the land owned by LMC is on Locke Island, where thousands of individuals and their families have lived for many generations (BPHC, 2017). These individuals are a vital asset to LMC because many of the hospital’s workforce come from this community. The workers are trained and have the requisite skills in technology as well as cultural competence.

Similarly, Lockerport’s natural environment works to the hospital staff’s advantage, with most natural ecosystems located within walking distance. Despite these strategic advantages enjoyed by LMC, this locality also offers some challenges, with the main one being the competition offered by rival and profit drove healthcare organizations. Due to this, as a not for profit organization, LMC has looked for ways and means to ensure it also provides its customers. 

Five Organization Goals of LMC

As LMC continues to offer services guided by the principles and regulations envisaged in the PPACA, its five organizational goals are interlinked and constitute a comprehensive anchor of the health services it seeks to offer. The goals target to move care into ventures that stress convenience, emphasize evidence-based healthcare, use prevention strategies, improve chronic disease management, and use information and decision tools to improve quality. The first organization moves care into localities that stress conveniences like retail clinics, patient homes, and virtual visits. LMC management starts to enjoy some financial gains. Since the essence of care is to have a multifaceted care delivery, the patient will choose what works best for their lifestyle. Essentially LMC’s goal is not to shift the cost to the consumer but rather to give the patient an option on what venue is most suited to their case. The second organizational goal is to have LMC cultivate a shared belief in healthcare that is evidence-based. This goal is realized through the organizational support that the facility accords to adopting clinical practice guidelines, monitoring the outcomes, and promoting continuous improvement. The third goal is to use allied health personnel like case managers and care teams to help provide costly care episodes. Through the notion of team-based care, members of the multidisciplinary care team serve as assistants and associate decision-makers each member of the workforce practices at the top of their licensure. The next goal is to ensure LMC builds connections across the continuum of care to improve care transitions and better manage chronic diseases. Therefore, the four-goal acknowledges that healthcare systems can address the weak spots in the care continuum by developing transition teams or formulate a care model that integrates inpatient care to post-discharge care. The fifth and last goal is to leverage information and decision support tools to improve quality or lower healthcare costs. To advance this goal, LMC focuses on how HIT and EHRs are perceived and utilized throughout the organization. The accomplishment of these five organization goals enhances LMC operation performance. The running thread linking all of them is their target to improve healthcare access, quality of care, efficiency, and cost reduction.

Five Values of the Lockeport Medical Center

To reinforce and expedite the achievement of LMC’s organization goal, the hospital also has five values, namely teamwork, compassion, respect, integrity, and excellence. As the leading value, teamwork means all LMC workers have to work as a team and work in harmony to ensure the patient enjoys the best services this hospital offers.

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The workforce at LMC is expected to be compassionate so that every patient who presents at the hospital gets attended to whether they can afford or not (Liang et al., 2016). The value of respect dictates that the patient preferences and those of their families take precedence and have to be considered by the workforce in every decision the provider has to make. The last value, which also manifests itself in all the other, is the value of excellence whereby the hospital staff does not just seek care but do so to the optimum levels. Like the organizational goals, LMC values underpin the workforce’s need to provide patient-focused care, where their preferences, regardless of their culture, take center stage.

Five Key Employee Traits Needed To Achieve the Organization Goals

Paans et al. (2017) aver that a competent healthcare workforce of the 21st century and beyond must have several traits and attributes. The leading ones are analytical, communicative, cooperative, and emphatic, and be evidence-driven. Starting with the analytical trait, the staff must think critically as they analyze the complex patient scenarios and align with the organization’s goals and values. For example, only a critical professional decide on how best to build care connections. The analytical trait would be of minimal benefit if the worker does not have communicative skills or is not cooperative, yet the LMC aspires to offer multidisciplinary care. In addition to these three attributes, the empathy’s trait plays a crucial role in ensuring that the patient’s preferences, beliefs, and practices are respected (Aydin et al., 2017). When evidence-driven is put into the traits, the worker is always ready to initiate new and more efficient approaches in their area of health practice not necessarily bound by existing protocols but emerging interventions that could ameliorate the patient’s situation scientific evidence.

LMC Organization Chart with 10 Potential Positions Aligned to the Organization Goals

            Since LMC is not a profit healthcare organization, at the top of the organizational structure would be the Voluntary Community Board of Directors. Directly below them is the administration headed by the Chief Executive Officer, whose job description is to coordinate all the departments overall. Below the executive administration are four parallel Chiefs of departments categorized according to the services they mainly offer: information, therapeutic, diagnostic, and support. Each of the department then has officers running the units within each department. For example, the Chief Information Officer will be in charge of the admissions officer, the billing & collection officer, health education officer, information systems officer, and the medical records officer within the information department. There is an officer in charge of physical therapy, occupational therapy, and the like in the therapeutic services department. Within the diagnostic services include all nursing staff of various cadres, while support services have officers in charge of medical laboratory, imaging, and emergency medicine.

Summary of the Ten Positions and Their Contribution

Position	Contribution to LMC Organizational Goals Attainment
Voluntary Board of Directors	Facilitate adherence to LMC mission, vision, values, and raise funds.
CEO	In charge of the LMC executive staff
Chief Information Services Officer	Coordinate all the officers in the information department.
Information Officer in charge of and admissions	Ensure all inpatients are properly booked
Chief Officer Therapeutic Services	In charge of all therapeutic services offered to patients
Officer in charge of Pharmacy unit	Ensure the prescribed medications are dispensed as prescribed.
Chief Officers – diagnostic servicesIn charge of all nurse staff.
Registered Nurse – operating roomAttend to patients undergoing invasive surgeryHead of Support services departmentCoordinate all support staff for example in the laboratory department.
Medical laboratory officerConduct medical laboratory tests on the patients.

Conclusion

            In conclusion, this essay has established that organizational goals are among the most important undertakings for any healthcare organization. Once set, it fosters a workforce culture where each employee understands their roles and expectations. Setting goals in the right way guarantees that, when strictly adhered to, it leads to the targeted performance outcome as envisaged by the organization, no matter the organization’s challenges towards that end.

References

Aydin Er, R., Sehiralti, M., & Akpinar, A. (2017). Attributes of a good nurse: the opinions of nursing students. Nursing Ethics, 24(2), 238-250.

Boston Public Health Commission(2017) BOSTON HEALTHCARE ACCESS REPORT | 2017 URL: https://bphc.org/healthdata/otherreports/Documents/Healthcare%20Access%20Report%20FINAL.pdf

Liang, H. Y., Tang, F. I., Wang, T. F., Lin, K. C., & Yu, S. (2016). Nurse characteristics, leadership, safety climate, emotional labor, and intention to stay for nurses: a structural equation modeling approach. Journal of advanced nursing, 72(12), 3068-3080.

Paans, W., Robbe, P., Wijkamp, I., & Wolfensberger, M. V. (2017). What establishes an excellent nurse? A focus group and Delphi panel approach. BMC nursing, 16(1), 45.

US Department of Health and Human Services. (2018). US Department of the Treasury, US Department of Labor. Reforming America’s Healthcare System Through Choice and Competition. Washington, DC.

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