Posted: June 8th, 2022

IT in Tourism report (2500 words)Chapter 2,3,4,5,

I loaded my chapter 1 .
The main topic is “Identify and update community resources for both hospital employees as well as patients. ” I also downloaded the NCHL competencies.
ATTACHED FILE(S)
1
Identify and update community resources for both hospital employees as well as patients.
Lara Roelofs
Ferris State University
Dr.B
MOHA-695
Date
Capstone project on how Borgess-lee hospital can resource out to the community
Introduction
Borgess-lee hospitals can resource out to the community in several ways: providing employment, clinics, transportation, nursing home, and dealing with mental health issues. The hospital can also support upcoming projects in the community that will enhance accessible healthcare services to everyone. To ensure that the community keeps a good health record, the hospital should also provide training on healthy living by focusing on disease prevention and management and health promotion (Giacco et al. (2021). The community needs better access to healthcare, and by providing transportation whenever needed, the hospital will have enabled them to obtain medical care more easily. Transportation challenge is one of the reasons why most people do not get medical care, and by giving resourcing rides to the community, Borgess-lee hospital promotes a healthy community.
Quality focused project
The project is a quality focused project because its aim is to promote quality healthcare in the community by providing ways to easily access healthcare. The community lacks vehicle access, and they have to travel long distances to get to the hospital. By providing clinics, the hospital is helping the community deal with health problems in children and mothers and reducing the rate of child mortality in the community. Every community needs a nursing home and a mental health center to take care of the old and deal with mental health issues and provide CDC.
Background
The hospital should think of approaches to strengthen community engagement and online and offline relationships. For a hospital to deliver the best healthcare in the surrounding community, it should ensure that a sting relationship is maintained. By engaging the community, the hospital will be able to get information that will improve preventive care and identify serious health issues. A good connection between the community and the hospital is beneficial for both parties because it builds trust and improves its reputation while the community gets quality healthcare (Giacco et al. (2021). For a community to feel engaged by the hospital, the hospital should focus on hiring staff from the community. When the hospital hires its staff from the community, it will help stabilize the community’s economy. Hiring staff from the surrounding community also creates links between the surrounding area and the healthcare center, thus strengthening the bond. If the surrounding community does not have qualified applicants, the hospital should develop campaigns that will urge nearby colleges and high schools to promote health-related careers.
Problem statement
The topic addressed in this study is how Borgess-lee hospital can resource out to the community. Hospitals play a big role in the economic and social development of a community. That is why Borgess-lee hospital should ensure that it engages the community in activities that benefit them all. The hospital can help by resourcing out to the community by providing transportation to healthcare centers, jobs, mental healthcare centers, clinics, and nursing homes (Giacco et al. (2021). The aged in the community need nursing homes that will help the family take good care of them and ensure that they get any treatments. The hospital also ensures that the services they provide to the community are affordable, accessible, and adequate. The hospital will be able to address social drivers of health disparities if they can resource out to the community.
Purpose of the study
Through the study, the hospital will be able to learn the importance of resourcing out to the community because it is of great benefit to both the hospital and the community. Resources from hospitals are important because they keep the community healthy and economically fit, thus enabling people to pay for care. Through some of their initiatives, the hospital can care for uninsured patients who cannot afford to cater to their medical bills (Milosavljevic et al. (2020)s. As the healthcare sector grows rapidly, the community should benefit more from its services and outward resources. From the study, we learn that hospitals are tied to the community and have the ability to leverage their resources to revitalize the community. By addressing socio-economic issues in the community, the hospital will be able to help the residents reduce costs and afford health insurance. By employing staff from the community, the hospital will enable residents to afford healthcare and a healthy lifestyle. Evidence suggests that interventions improve the economic and social health of the community and significantly impact the mental and physical health of the residents.
Rationale
The study aims to convince Borgess-lee hospital to resource out to the community by showing the hospital how the action will benefit them generally. The study gives the hospital various advantages of the activity and how it will help them provide beneficial healthcare services (Milosavljevic et al. (2020). Resourcing out to the community improves the hospital’s ability to give the best quality healthcare due to the strong relationship and engagement. When hospitals engage the community, they can solve problems together and collaborate to give the appropriate interventions (Milosavljevic et al. (2020).
Research questions
The study aims at answering three research questions,
1. How can Borgess-lee hospital resource out to the community?
2. Are the interventions effective in the well-being of the community?
3. How do both the community and the hospital benefit from the interventions?
At the end of the study, the aims and objectives should be met and utilized.
Nature of the study
The study is predictive and relational because, in the study, we try to predict how the interventions taken by the hospital will be beneficial and relate to other hospitals that have carried out such interventions (Milosavljevic et al. (2020). The predicted outcomes are expected to happen if the interventions are implemented because every measure involved was analyzed thoroughly.
Significance of the study
The study has given me new insights on hospitals resourcing out to the community. I have gained more knowledge on how the community and hospitals benefit from each other. Professional the study will enable health providers to be competent and significant to the community. The study has revealed several ways that can improve the provision services in the community which will benefit both the hospital and the community.
Definition of terms
CDC- centers of disease control and prevention
Limitations
In resources out to the community, the hospital might encounter several challenges that will limit its effectiveness to the community. Community health hospitals might lack the capacity to serve the large population fully and sometimes need help but cannot get the assistance they need. The community might also fail to cooperate with the hospital when providing the services. For the interventions to work, the community’s cooperation is very important, and without it, it will be of no use (Milosavljevic et al. (2020). Another limitation is the case of community residents going for healthcare services in bigger hospitals because they feel that community hospitals do not offer quality services. The environmental conditions might also limit the hospital because some parts of the surrounding community have poor landforms that limit transportation. The climate of a certain area might also limit certain interventions. The study has a high chance of success because its chances of succeeding exceed the limitations.
References
Almeida, S., Frino, B., & Milosavljevic, M. (2020). Employee voice in a semi‐rural hospital: impact of resourcing, decision‐making, and culture. Asia Pacific Journal of Human Resources,58(4), 578-606.
Petkari, E., Kaselionyte, J., Altun, S., & Giacco, D. (2021). Involvement of informal carers in discharge planning and transition between hospital and community mental health care: A systematic review.Journal of Psychiatric and Mental Health Nursing,28(4), 521-530.
Chapters
OutcomeChapter 2 – Literature Review
• Organized to provide background necessary to support Chapters 3, 4 & 5.
• Does not read like a book report on each individual source, rather flows logically to address chapter content.
Chapter 3 – Methodology
Detailed description of
• Methodology
• Design of study
• Data analysis (to address each research question)
• Quality project – identifies quality tools/techniques to be used in project, e.g. 5S, A3, SIPOC, PDCA/PDSA, FEMA, etc.
Side note I made a survey with 5 questions to a department
Chapter 5 Discussion, Conclusions and Implications
Clearly describes a summary of findings
• Analysis of data and the significance as related to each research question
• Demonstrates critical thinking and application of findings to identified problem
• Includes suggestions for further study
Chapter 6 MHA Program and Leadership Outcomes
Clearly describes
• Leadership style used in project
• Identification of where/how Program Outcomes 1,2,3,4,5,9 & 10 were used, or has valid explanation why a given outcome was not addressed. (Must use each of these)
• Thoroughly explains how NCHL competencies were used in the project. (Must use a minimum of 4 and need only explain those used)

C O M P E T E N C Y I N T E G R A T I O N I N H E A L T H M A N A G E M E N T E D U C A T I O N
NCHL Leadership Competency Model – Quick Reference Guide
The following pages have been designed to facilitate the process of matching objectives to competencies.
This quick reference guide format outlines only three competencies per page in alphabetical order, helping
faculty to scan the categories and levels for an efficient matching process.
Healthcare Leadership Competency Model, Version 2.1
L1. Accountability
L2. Achievement Orientation
L3. Analytical Thinking
The ability to hold people accountable
to standards of performance or ensure
compliance using the power of one’s position
or force of personality appropriately and
effectively, with the long-term good of the
organization in mind.
A concern for surpassing a standard of
excellence.The standard may be one’s own
past performance (striving for improvement);
an objective measure (results orientation);
outperforming others (competitiveness);
challenging goals, or something that has not
been done previously (innovation).
The ability to understand a situation, issue,
or problem by breaking it into smaller pieces
or tracing its implications in a step-by-step
way. It includes organizing the parts of a
situation, issue, or problem systematically;
making systematic comparisons of different
features or aspects; setting priorities on a
rational basis; and identifying time sequences,
causal relationships, or if-then relationships.
L1.1 Communicates Requirements
and Expectations
L2.1 Wants to Do Job Well
Gives basic directions; Makes needs and
requirements reasonably clear; Ensures
understanding of task requirements and
performance expectations; Explicitly delegates
details of routine tasks in order to free self for
more valuable or longer-range considerations
Tries to do the job well or right; Expresses a
desire to do better; Expresses frustration at
waste or inefficiency; Delivers expected results
in line with job requirements
L3.1 Breaks Down Problems
Breaks problems into simple lists of tasks or
activities without assigning values; Lists items
with no particular order or set of priorities
L2.2 Creates Own Measure of Excellence
Sets standard of personal expectation for
excellence in both the quality and quantity of
work; Tracks and measures outcomes against a
standard of excellence – one that is higher and
more precise – not imposed by others; Focuses
on new or more precise ways of meeting goals
set by others
L3.2 Identifies Basic Relationships
L1.2 Sets Limits
Identifies the cause-and-effect relationship
between two aspects of a situation; Separates
situations into two parts: pro and con; Sorts out
a list of tasks in order of importance
Establishes high but achievable performance,
quality, and resource utilization standards;
Firmly says no to unreasonable requests; Sets
limits for others’ behavior and actions; Limits
others’ options to force them to make desired
resources available
L3.3 Recognizes Multiple Relationships
Makes multiple causal links: several potential
causes of events, several consequences of
actions, or multiple-part chain of events
(A leads to B leads to C leads to D); Analyzes
relationships among several parts of a problem
or situation (e.g., anticipates obstacles and
thinks ahead about next steps, in detail, with
multiple steps)
L2.3 Improves Performance
L1.3 Demands High Performance
Makes specific changes in the system or in
own work methods to improve performance;
Does something better, faster, at lower cost,
more efficiently
Imposes new, different, or higher standards
of performance with little input from others;
Insists on compliance with own orders or
requests; Monitors performance against clear
standards; Ensures promised results are
achieved; Demands high performance, quality,
and resources; Issues clear warnings about
consequences for non-performance; Shares
results with stakeholders
L2.4 Sets and Works to Meet Challenging Goals
Establishes – ”stretch goals” for self and others
that are realistic and possible to reach; Strives
to achieve a unique standard (e.g.,“No one
had ever done it before.”); Compares specific
measures of baseline performance compared
with better performance at a later point in time
(e.g.,“When I took over, efficiency was 20%;
now it is up to 85%.”)
L3.4 Develops Complex Plans or Analyses
Identifies multiple elements of a problem and
breaks down each of those elements in detail,
showing causal relationships between them;
Peels back multiple layers of a problem; Uses
several analytical techniques to identify
L1.4 Confronts Performance Problems
Openly and directly confronts individual and
team performance shortfalls and problems;
Holds people accountable for performance;
Ensures timely resolution to performance
deficiencies; Appropriately dismisses people
for cause
potential solutions and weigh the value of each
L2.5 Makes Cost-Benefit Analyses
Makes decisions, sets priorities, or chooses
goals on the basis of calculated inputs and
outputs (e.g., makes explicit considerations of
potential profit and risks or return on investment);
Analyzes entrepreneurial opportunities in
relation to risks, return on investment, and the
scope and magnitude of the investments
L1.5 Creates Culture
of Accountability
Creates a culture of strong accountability
throughout the organization; Holds others
accountable for demanding high performance and
enforcing consequences of non-performance
and taking action; Accepts responsibility for
results of own work and that delegated
to others
L2.6 Takes Calculated Entrepreneurial Risks
Commits significant resources and/or time in
the face of uncertain results when significantly
increased or dramatic benefits could be the
outcome (e.g., improved performance, a
challenging goal)
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A
R E S O U R C E S E R I E S F O R P R O G R A M D I R E C T O R S A N D F A C U L T Y
L4. Change Leadership
L5. Collaboration
L6. Communication Skills
The ability to energize stakeholders and
sustain their commitment to changes in
approaches, processes, and strategies.
The ability to work cooperatively with others,
to be part of a team, to work together, as
opposed to working separately or competitively.
Collaboration applies when a person is a
member of a group of people functioning as a
team, but not the leader.
The ability to speak and write in a clear,
logical, and grammatical manner in formal
and informal situations to prepare cogent
business presentations, and to facilitate a group.
L4.1 Identifies Areas for Change
Publicly defines one or more specific areas
where change is needed; Identifies what needs
to change, but may not completely describe
the path to change
L6.1 Uses Generally Accepted English
Grammar
Uses subject-verb agreement and parallel
structure; Uses rules of punctuation and
sentence and paragraph construction; Uses
concise thematic construction
L5.1 Conducts work in a cooperative manner
Supports team decisions; Does his or her share
of the work; Keeps other team members informed
and up-to-date about what is happening in the
group; Shares all relevant or useful information
L4.2 Expresses Vision for Change
Defines an explicit vision for change
(i.e., what should be different and how);
Modifies or redefines a previous vision in
specific terms; Outlines strategies for change
L6.2 Prepares Effective Written Business
Cases or Presentations
L5.2 Expresses Positive Attitudes and
Expectations of Team or Team Members
Expresses positive attitudes and expectations
of others in terms of their abilities, expected
contributions, etc.; Speaks of team members
in positive terms, either to the team member
directly or to a third party; Develops effective
working interactions with teammates
Uses accurate and complete presentation of
facts; Uses logical presentation of arguments
pro and con; Develops well-reasoned
recommendations; Prepares concise
executive summary
L4.3 Ensures Change Message is Heard
Deliver the message or vision for change to
everyone affected; Repeats message wherever
possible; Posts change messages (e.g., banners,
plaques, or other physical and public reminders);
Provides opportunities for others to engage in
change initiatives
L6.3 Makes Persuasive Oral Presentations
Uses clear and understandable voice that is
free of extraneous phrases (i.e.,“uhm” and
“you know”); Uses effective audiovisual media
(presentation software, exhibits, etc.); Stays
on the topic; Engages in non-defensive Q&A;
Stays within time allotment
L5.3 Solicits Input
Genuinely values others’ input and expertise;
Actively seeks the input of others to increase
the quality of solutions developed; Displays
willingness to learn from others, including
subordinates and peers; Solicits ideas and
opinions to help form specific decisions or
plans; Works to create common mindset
L4.4 Challenges Status Quo
Publicly challenges the status quo by comparing
it to an ideal or a vision of change; Creates a
realistic sense of crisis or a disequilibrium in
order to prepare the ground for change;
Energizes others for change
L6.4 Facilitates Group Interactions
Uses varied communication management
techniques, brainstorming, consensus building,
group problem solving, and conflict resolution;
Demonstrates good meeting management
techniques (e.g., agenda development, time
management)
L4.5 Reinforces Change Vision Dramatically
Takes a dramatic action (other than giving a
speech) to reinforce or enforce the change
effort; Personally exemplifies or embodies the
desired change through strong, symbolic
actions that are consistent with the change
L5.4 Encourages Others
Publicly credits others who have performed
well; Encourages others; Empowers others
L5.5 Builds Team Commitment
Acts to promote good working relationships
regardless of personal likes or dislikes; Breaks
down barriers across groups; Builds good morale
or cooperation within the team, including
creating symbols of group identity or other
actions to build cohesiveness; Encourages or
facilitates a beneficial resolution to conflict;
Creates conditions for high-performance teams
L4.6 Provides Calm During the Storm
of Change
Maintains an eye on the strategic goals and
values during the chaos of change; Provides
focused, unswerving leadership to advance
change initiatives; Exemplifies quiet confidence
in the progress and benefits of change;
Provides direction for overcoming adversity
and resistance to change; Defines the vision
for the next wave of change
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