HEALTH CARE MANAGEMENT Instructions In Unit VIII, you are required to submit a management action plan (MAP). Instructions for this assignment can be found by viewing the Unit VIII assignment instructions below. Additionally, you can view an example of a completed MAP attached. Your MAP can be either a “real-world” management problem within your own healthcare organization or one of the scenarios shown below. For this assignment, please present a one-paragraph summary of the problem to your instructor for approval by submitting it here in Blackboard. Your paragraph will describe the scenario as well as the reason why you believe a MAP is warranted for this scenario. 1. Deciding on for-profit, not-for-profit, or public status for your hospital 2. Managing third-party payer relationships in health care 3. Implementing Healthy People 2020 standards in your community 4. Implementing evidence-based medicine in your hospital 5. Implementing CMS quality initiatives in your hospital 6. Developing a workplace safety plan for your hospital 7. Implementing telehealth services in your facility 8. Conducting a complete risk assessment for your facility 9. Developing an accountable care organization for your organization 10. Developing a marketing plan for your healthcare facility Management Action Plan (MAP) Please include documentation of all six steps in your submission of the MAP assignment. You should begin working on the MAP at the beginning of this course. It is due in Unit VIII. I.  Clarify the Problem or Opportunity for Improvement (OFI) Clearly describe the problem or Opportunity for Improvement (OFI) that you have selected for your MAP. Why is it important to resolve this problem right now? What are the consequences of not resolving this problem right now? II.  Clarify your Measurable Goal Clearly describe the desired outcome from your MAP implementation? What are you trying to accomplish? How will successful MAP implementation be measured and assessed? What realistic constraints do you have as you begin creation of your plan? Consider limits on time, money, and other resources that are specific to your MAP. III. Prepare a List of Possible Actions Consider possible root causes of the OFI. Why do you believe the problem exists? Brainstorm and present a list of all possible actions that you may need to take in order to achieve your MAP goal. At this stage, focus on generating as many different options and ideas as possible. It is likely that not all of your ideas will make it into you final MAP. Write down your ideas just as they come to your mind, trying not to judge or analyze them at this stage. In your brainstorming, be sure to consider ideas* involving:   Leadership    Governance    Clinical Performance    Physicians    Nurses    Clinical Support Services    Knowledge Management    Human Resources    Financial Management    Internal Consulting   Marketing *It is understood that some of these areas may not ...

1. HEALTH CARE MANAGEMENT
Instructions
In Unit VIII, you are required to submit a management action
plan (MAP). Instructions for this assignment can be found by
viewing the Unit VIII assignment instructions below.
Additionally, you can view an example of a completed MAP
attached.
Your MAP can be either a “real-world” management problem
within your own healthcare organization or one of the scenarios
shown below. For this assignment, please present a one-
paragraph summary of the problem to your instructor for
approval by submitting it here in Blackboard. Your paragraph
will describe the scenario as well as the reason why you believe
a MAP is warranted for this scenario.
1. Deciding on for-profit, not-for-profit, or public status for
your hospital
2. Managing third-party payer relationships in health care
3. Implementing Healthy People 2020 standards in your
community
4. Implementing evidence-based medicine in your hospital
5. Implementing CMS quality initiatives in your hospital
6. Developing a workplace safety plan for your hospital
7. Implementing telehealth services in your facility
8. Conducting a complete risk assessment for your facility
9. Developing an accountable care organization for your
organization
10. Developing a marketing plan for your healthcare facility
Management Action Plan (MAP)

2. Please include documentation of all six steps in your submission
of the MAP assignment. You should begin working on the MAP
at the beginning of this course. It is due in Unit VIII.
I. Clarify the Problem or Opportunity for Improvement (OFI)
Clearly describe the problem or Opportunity for Improvement
(OFI) that you have selected for your MAP. Why is it important
to resolve this problem right now? What are the consequences
of not resolving this problem right now?
II. Clarify your Measurable Goal
Clearly describe the desired outcome from your MAP
implementation? What are you trying to accomplish? How will
successful MAP implementation be measured and assessed?
What realistic constraints do you have as you begin creation of
your plan? Consider limits on time, money, and other resources
that are specific to your MAP.
III. Prepare a List of Possible Actions
Consider possible root causes of the OFI. Why do you believe
the problem exists? Brainstorm and present a list of all possible
actions that you may need to take in order to achieve your MAP
goal. At this stage, focus on generating as many different
options and ideas as possible. It is likely that not all of your
ideas will make it into you final MAP. Write down your ideas
just as they come to your mind, trying not to judge or analyze
them at this stage.
In your brainstorming, be sure to consider ideas* involving:
Leadership
Governance
Clinical Performance
Physicians

3. Nurses
Clinical Support Services
Knowledge Management
Human Resources
Financial Management
Internal Consulting
Marketing
*It is understood that some of these areas may not apply to your
particular MAP, but all areas should at least be considered in
this process.
IV. Organize your Key Action Steps into a Management Action
Plan
Decide on the sequencing of your Key Action Steps. For each
Key Action Step, what other steps must be completed before
that specific action can be taken? Rearrange your Key Action
Steps into a sequence of ordered activity. Then look at your
plan once again. Are there any ways to simplify the plan further
before presenting it?
V. Accountability
For each Key Action Step, assign a responsible party or group
within your organization (by position, department, or team
name, not by individual name), and assign a suspense date by
which the Key Action Step must be completed. Then, based
upon all of your Key Action Steps and their suspense dates,
provide a realistic completion date for the entire MAP.
VI. Measurement and Monitoring
Now, explain in detail how you will measure the success of your
MAP following implementation and how you will monitor
ongoing performance to prevent regression and loss of the
positive change that has taken place.

4. References
Textbook:
Safian, S. C. (2014). Fundamentals of health care
administration. Upper Saddle River, NJ: Pearson.
Community Memorial Hospital Recruiting and Retention
Management Action Plan
You are the CEO of Community Memorial Hospital in Marion,
Ohio: a town of 50,000
people. When you accepted your position five years ago, your
community had a serious shortage
of primary care physicians. This was due largely to retirement
or death of several senior
members of the medical staff who had helped to found the
hospital 40 years earlier. Over recent
years, the young doctors who returned to the community after
training were all in specialty role:
cardiology, orthopedics, pulmonology (no new primary care
doctors for some years).
The hospital board of directors made it your top priority to
recruit more family practice doctors

5. for the community, and you were successful! You were able to
bring in four new family practice
doctors, just coming out of residency, to join the medical staff.
You achieved this by sponsoring
the visas of foreign-trained physicians for two of the positions,
and you also agreed to pay off
student loans for two U.S.-trained physicians for the other two
positions. All four doctors agreed
to a five-year term of service in the community. The hope of the
board and the medical staff of
course was that the doctors would settle into the community,
start families in town, and stay for
the remainder of their careers.
Today you have some devastating news. At the request of your
chief of staff, you have
polled the young family practice doctors, and none of them are
planning to stay beyond the end
of their five-year contracts. Their departure dates are scattered
over the next 18 months, but all of
them tell you that they are leaving. Your town, like many
American towns, will now be without
primary care again.
Some of the problems that you are aware of that are affecting

6. the hospital’s ability to
keep family practice doctors are:
nd families
once they are in the
community,
-call burden for doctors due to a smaller total
number on staff,
neighboring larger communities, and
ontracts because the smaller
community does not create
as busy a daily practice as a major city.
You need to look into all areas that affect the hospital’s ability
to recruit and retain
primary care doctors. There is no quick fix to this situation and
no absolute right or wrong
answer, but the success of the hospital and the entire community
depends on you. Can you
change the minds of any of the current doctors? What can you
do to bring in more doctors—ones
who will stay this time?

7. Community Memorial Hospital
Recruiting and Retention Management Action Plan
I. Clarify the Problem or Opportunity for Improvement (OFI)
A. The problem at Community Memorial Hospital (CMH) is
recruitment and retention
of family practice providers. I believe retention is a larger
factor because four new
family practice doctors were recruited; however, for whatever
reason, they have
chosen not to stay on at CMH. Once family practice providers
are hired on, keeping
them happy is just as important, if not more important, than
recruiting new providers.
B. The consequence of not resolving the problem right now is
leaving a community of
50,000 people with no family practice provider to meet their
healthcare needs.
II. Clarify Your Measurable Goal

8. A. The benchmark set is to convince all four family practice
providers to remain on staff
with CMH.
B. Determine the reasons for the shortage of family practice
providers within the
community by performing an employee assessment of current
leadership
performance. Determine why CMH struggles with the
recruitment and retention of
needed providers and then work to make CMH a desirable place
to work.
C. The realistic constraints I face are funding and time. I have
18 months to convince the
providers to stay on with CMH or to recruit more family
practice providers.
III. Prepare a List of Possible Actions
A. Leadership Governance
1. A possible root cause is, as a leader, I should have been more
engaged sooner.
When taking over as CEO it should not have taken five years to
realize there was
a retention problem with the current primary care providers.

9. Workforce planning
involves planning manning requirements over the next one to
five years. This
should be reviewed annually; therefore, I should have
knowledge of a
provider’s plans sooner than the 18 months’ notice currently
given.
2. Evaluate, restate, and re-commit to the current mission. I
would determine
whether the current mission statement of the hospital supports
the community.
Organizational excellence begins with and is measured by
stakeholder
satisfaction; employees are stakeholders who have a vested
interest in the success
of the company they work for (White & Griffith, 2010).
a. According to a survey of Massachusetts physicians regarding
recruitment and
retention of primary care physicians at community health
centers (CHCs),
89% said believing in the mission of the organization was their
first
consideration in choosing a CHC. Regarding retention, 82%
reported high

10. satisfaction with the mission and goals of their current CHC
(MassAHEC
Network, 2010).
3. Perform an assessment of superiors, peers, and subordinates
to determine
leadership effectiveness in providing a good cultural leadership
foundation where
associates are empowered and motivated to meet customer needs
(White &
Griffith, 2010, p. 41).
a. According to the Massachusetts survey, those providers who
choose to stay at
their current CHC gave a 50% satisfaction rating when given
opportunities to
participate in policy development and 36% satisfaction rating
for
opportunities to participate in community-based research
(MassAHEC
Network, 2010).
i. The final element of physician privilege is continuous quality
improvement and peer review. This element establishes that

11. physicians
will play an active part in their healthcare organization’s (HCO)
continuous improvement process while also taking an active
role in
conducting and receiving peer review assessments.
B. Clinical Performance
1. Determine if the hospital providing excellent patient care
with the current staff,
equipment and facilities? Distribute patient surveys to evaluate
whether the
hospital is providing safe, effective, patient centered, timely,
efficient and
equitable care to its patients and associates.
2. In order to remain competitive and consistent with the HCO’s
needs, it is
imperative to remain informed on market share improvements.
Is CMH keeping
up with the provider’s current and future technological needs? I
must ensure
physicians maintain education levels equal to the current
technology.
C. Physicians

12. 1. Develop a physician supply plan that is carried to small
geographic areas because
easy access to primary care physicians is important to patient
satisfaction (White
& Griffith, 2010, p. 196). Ensure MCH is competitive with
surrounding HCOs.
2. Recruiting
a. According to the Massachusetts survey, The interview
process scored high in
importance in all levels. 89% felt visiting the CHC was
important, 87%
wanted a site that met most of their professional needs, 85%
wanted to meet
other members of the clinical team, and 84% wanted an
understanding of the
community of patients to be served (MassAHEC Network,
2010). Change the
interview process.
D. Retention
a. According to the Massachusetts survey, rated most important
are the
following categories: work/life balance 94%, support staff 85%,

13. professional
development 82%, compensation 80%, and protected time for
administrative
responsibilities 75%. Less important is productivity incentives
(43%) and
increase in mid-level providers (41%; MassAHEC Network,
2010).
b. Providers also rated 52% satisfaction with administrations
support for clinical
practice goals, 46% educational/professional opportunities for
family, 42%
fringe benefits, 42% total compensation (MassAHEC Network,
2010).
c. Only 16% reported they were unlikely to remain at their site
for five years and
19% were unsure. 50% reported that within 10 years they would
be working
somewhere else (MassAHEC Network, 2010).
d. By organizing physicians by service lines, HCOs are more
able to document
clinical excellence, forming a foundation for privilege and
compensation
negotiations that allows both the HCO and physicians to earn
incentives under

14. more recent compensation plans (White & Griffith, 2010).
e. Promote and reward a leadership environment by involving
physicians in
the decision-making process; HCOs show physicians they are
valued
members of a productive team. HCOs with a high level of
physician
engagement receive higher revenue, increase referrals from
engaged
physicians, reduce recruiting costs, and sustain significant
growth and
profitability (White & Griffith, 2010).
E. Nurses
1. Employ nurse practitioners who are able to perform physical
examinations,
diagnose and treat certain acute and chronic medical conditions,
provide health
maintenance care and collaborate with physicians (White &
Griffith, 2010, p.
238). This will allow more time for current providers to spend
on administration

15. work and, hopefully, offer a less stressful working environment.
F. Clinical Support Services
1. According to the Massachusetts survey, administration
support rated as most
important by 79% of the respondents.
2. Costs will not be cut in clinical support services to go toward
provider incentive
programs.
G. Knowledge Management
1. Ensure proper training on all processes.
H. Human Resources
1. Review and update the annual workforce plan, and ensure it
is consistent with the
long-range financial plan to ensure funding is available to
support projected
manning requirements.
2. Workforce development retention is an important focus
because keeping valued
employees costs less than recruitment and retraining new
employees. One way to

16. keep retention high is to promote a healthy workplace by
promoting diversity and
cultural competence.
3. Do not recruit just from within the United States. Cultural
competence and
workforce diversity cultural competence is a set of
complementary behaviors,
practices, and policies that enables a system, an agency, or
individuals to work
and affectively serve pluralistic, multiethnic, and linguistically
diverse
communities (White & Griffith, 2010).
4. The third function is workforce maintenance. Workforce
maintenance goes hand
in hand with retention efforts. Remain competitive in regards to
compensation,
retirement benefits, adequate training in order to complete the
mission, employee
safety, handling of grievances, and monitoring employee
satisfaction.
a. According to the Massachusetts survey, 50% of respondents
participated in
Visa and/or loan repayment programs; however, only 10%
deemed the

17. incentive as important. 51% rated fringe benefits as important.
This is
followed by wanting a specific geographic region (63%) and
wanting to live
near family (52%; MassAHEC Network, 2010).
b. The intent of the Merritt Hawkins 2011 Review of Physician
Recruiting
Incentives is to quantify financial and other incentives offered
by our clients to
physician candidates during the course of recruitment. The
range of incentives
detailed in the review may be used as a benchmark for
evaluating which
recruitment incentives are customary and competitive in today’s
physician job
market. In addition, the review is based on a national sample of
search
assignments and provides an indication of which medical
specialties are
currently in the greatest demand and the types of medical
settings into which
physicians are being recruited (Merritt Hawkins, 2011).

18. i. 76% were offered a signing bonus of, on average, $23,790.
ii. The average income offered for family practice providers is
$178,000.
iii. Most search assignments (44%) were for communities of
100,000 or more.
iv. 92% of searches offered a relocation allowance averaging
$10,454.
v. Signing bonuses, relocation, and continuing medical
education allowances
remain standard in most physician recruitment incentive
packages (Merritt
Hawkins, 2011).
c. Offer incentive packages for current and new providers.
Include relative value
unit bonuses versus per-patient bonuses. Relative value unit
bonuses are a
metric for determining physician productivity based on work
units performed
by a physician rather than the number of patients seen (Merritt
Hawkins,
2011). This incentive gives more points to patients who may
require more
time and care versus a patient seen for something simple such as

19. a cold. This
is a twofold incentive for providers and patients. Eliminate
educational loan
forgiveness as only 29% of searches, and only 10% deemed it as
important
(Merritt Hawkins, 2011; MassAHEC Network, 2010). Also,
include
malpractice coverage, health insurance benefits, a relocation
allowance, a
signing bonus, a competitive and set salary, bonuses for profit
sharing, and
leadership and retention stipends.
I. Internal Consulting
1. Empower associates involvement with process improvement
teams.
2. Create a process-improvement council whose sole objective
is improving
recruiting and retention within the organization. Ensure that
associates from
each area are represented.
J. Marketing

20. 1. Improve the organization’s marketing strategy to attract
customers and to aid in
recruitment of future providers.
IV. Analyze and Prioritize Key Action Steps
A. Use bold font for the most effective key action steps.
B. Use strikethrough font for actions that can be dropped from
the list without
consequence.
V. Organize your Key Action Steps into a Management Action
Plan (revise order)
C. Create a process improvement council whose sole objective
is improving recruiting
and retention within the organization.
D. Perform an assessment of superiors, peers, and subordinates
to determine leadership
effectiveness.
E. Review and update the annual workforce plan, and ensure it
is consistent with the
long-range financial plan to ensure funding is available to
support projected manning
requirements.
F. Revise incentive packages for current and new providers

21. 1. Eliminate educational loan forgiveness as only 29% of
searches, and only 10%
deemed it as important (Merritt Hawkins, 2011; MassAHEC
Network, 2010).
Also, include malpractice coverage, health insurance benefits, a
relocation
allowance, a signing bonus, a competitive and set salary,
bonuses for profit
sharing, and leadership and retention stipends.
VI. Accountability
A. Create a process-improvement council whose sole objective
is improving recruiting
and retention within the organization. Ensure that associates
from each area are
represented. Immediately implement the team. Caregiving teams
will head up the
council. The council will be ongoing with monthly feedback
provided to the CEO.
B. Perform an assessment of superiors, peers, and subordinates
to determine leadership
effectiveness. POC: Human resource management with the
results of the assessment

22. submitted within 60 days.
C. Review and update the annual workforce plan, and ensure it
is consistent with the
long-range financial plan to ensure funding is available to
support projected manning
requirements. POC: CEO with a completion timeline of 60 days.
D. Revise incentive packages for current and new providers
1. Eliminate educational loan forgiveness as only 29% of
searches, and only 10%
deemed it as important (Merritt Hawkins, 2011; MassAHEC
Network, 2010).
Also, include malpractice coverage, health insurance benefits, a
relocation
allowance, a signing bonus, a competitive and set salary,
bonuses for profit
sharing, and leadership and retention stipends. POC: Human
resource
management. Completion timeline of 90 days to be submitted
for approval to the
board. Final approval of plan completed within six months.
VII. Measurement and Monitoring

23. A. I will create a Recruiting and Retention Measurement and
Review Committee.
Surveys will be conducted quarterly to determine associate and
patient satisfaction. It
is imperative that, during this process, the hospital maintain
excellent patient care at
all times.
B. A review will be conducted within six months as to provider
retention intentions and
recruiting efforts. If no progress is noted at that time, the
review plan will be re-
evaluated.
References
MassAHEC Network. (2010, January). Recruitment and
retention of primary care physicians at
community health centers: A survey of Massachusetts
physicians. Retrieved from
http://www.umassmed.edu/uploadedFiles/CWM_CHPR/About_
Us/RecruitmentRetention
PCPs_CHCs_January2010.pdf

24. Merritt Hawkins. (2011). 2011 review of physician recruiting
incentives. Retrieved from
http://www.merritthawkins.com/pdf/mha2011incentivesurvPDF.
pdf
White, K. R., & Griffith, J. R. (2010). The well-managed
healthcare organization (7th ed.).
Chicago, IL: Health Administration Press.