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Coursework, Healthcare, Pages: 1

Affiliation Structure Worksheet (Assignment 4)

Affiliation Structure Worksheet (Assignment 4)

Affiliation Structure Worksheet

Instructions:

Use this worksheet to gather information needed to complete that you will use to complete the Affiliation Recommendation in Task 2.

Helpful resources:

  • Strategic Partnering and Affiliation Guide
  • “9 Core Considerations for Boards of Directors Considering a Hospital or Health System Affiliate”
  • “Model Affiliation Agreement”

Note: This document can be found in the COS and does not need to be completed: Affiliation Structure Worksheet (Assignment 4).

Organizational Plan

  1. Establish a governance structure. How will the new organization/affiliation be structured?
A Joint Operating Agreement (JOA) will serve as the structure for this new affiliation. Through this structure, TPMC and its affiliate (e.g., Intermountain Healthcare) both maintain separate financial autonomy yet can share operational resources together. A Collaborative Executive Board will assemble with three senior executives and medical staff representatives from all organizations. The board functions to maintain affiliations as well as dispute resolution while verifying that the organizations adhere to their shared mission values (Grube & Finnerty, 2011).
  1. Describe the overarching vision and mission of the affiliation.
Vision

The organization aims to build a single healthcare system that enhances affordable service delivery for underprivileged populations to support better communities and life conditions.

Mission

By pooling resources, our collaboration will boost medical results, save expenses, and extend health services while combining technological platforms with new treatment concepts to reach underprivileged areas.

These goals support fundamental organizational values through their emphasis on fair healthcare access combined with operational optimization and community welfare and their promotion of mutual respect along with resource collaboration.
  1. Sources and resources. How will people and financial resources be allocated to accomplish these goals?
The allocation of resources uses financial and human components to match affiliation requirements. The collaborative entities will establish a joint fund that splits equal contributions toward their common investment in telehealth infrastructure and training programs for staff. Each entity retains full authority to direct its own budgeting decisions regarding what operations it handles individually (Spees, 2014).
  1. Accountable processes. Who will be assigned accountability to ensure completion of the specified goals?
The Collaborative Committee made up of administrative staff and medical personnel from both entities, will monitor how the affiliation’s targets get implemented. The Collaborative Executive Board accepts routine progress updates from the committee on a quarterly basis (Model Affiliation Agreement, n.d.).
  1. Measurement of success. How will success be measured?
Success will be measured using key performance indicators (KPIs), including patient satisfaction scores. Clinical outcomes (e.g., reduced readmission rates). Cost savings from shared resources.
  1. Communication plan. Develop a communication plan to proactively mitigate potential risk points, such as miscommunication and negativity surrounding the affiliation. Include the responsible parties, stakeholders, and time frame.
An internal Communication Task Force will lead the responsibility for both internal and external communication practices. This task force will:

Create a strategic schedule for regular information updates, which will reach employees alongside patients and community members.

The initiative addresses present and future concerns through direct proactive action.

Toward complete transparency and participation, equal use of multiple communication tools like formal and informal electronic methods and social media platforms.

Leadership Plan

  1. Consider management systems. What management system will best suit your affiliation? Consider the size and makeup of your organization and who will be involved in the affiliation activities.
The affiliation will use a matrix management system that offers shared decision-making with line-of-authority clarity within each organization. This will ensure coordination between the departments while still respecting the autonomy of each organization (Spees, 2014).
  1. Identify participants. Who will be involved? Which departments? Which individuals (by role)? What will the responsibilities of each be in the affiliation?
Participants would include but not be limited to:

·        Senior Leadership: CEOs, CFOs, and COOs from both organizations.

·        Medical Staff: Chief Medical Officers and department chiefs.

·        Administrative Staff: HR, IT, and finance directors.

Responsibilities include oversight of integration efforts, management of shared resources, and strategic alignment (Model Affiliation Agreement, n.d.).
  1. Designate authority. Who (departments or executive roles) will have control over the following aspects of the affiliation: personnel, facility resources, finances?
Staff: Each organization will be in charge of its employees, but a common HR committee will work out cross-organizational staffing.

·        Facility Resources: Shared facilities management will manage the use of facility-related resources across the organizations, for instance, the use of telehealth equipment.

·        Finances: There will be a different budget for every organization; however, a combined finance committee will take care of the approved shared expenses (Grube & Finnerty, 2011).
  1. Assess decision-making. What will the decision-making process be under the affiliation? Who (departments or executive roles) will be involved?
Decision-making within the Collaborative Executive Board will be achieved by consensus. Nevertheless, the majority for some important issues will be two-thirds. The board will ensure to conduct a meeting every month in order to evaluate the progress and problems if any (Model Affiliation Agreement, n.d.).

 Operations Plan

  1. Integrate operations. How will the institutions operate together? Which programs/departments will collaborate, and which will remain separate?
The following programs/departments will be integrated:

·        Operating Programs/Departments

·        Telehealth Services: The purpose is to increase access to care, especially in rural areas.

·        Clinical protocols: This will be done to standardize care and improve outcomes.

·        Community outreach: To address social determinants of health.

·        Other departments, such as HR and finance, will remain independent but coordinate through joint committees.
  1. Implement strategies. What strategies can you implement to ensure a seamless integration between the collaborating programs?
Strategies that will ensure smooth integration:

·        Joint training of the staff.

·        Develop a shared IT platform to share data and communicate.

·        Clearly outline cross-organizational collaboration protocols (Spees, 2014).
  1. Identify motivation theory strategies. What strategies related to motivation theory can you implement to ensure Twin Pines Medical Center (TPMC) employee motivation, satisfaction, engagement, and retention throughout this affiliation?
TPMC will achieve employee motivation and retention by adopting strategies of Herzberg’s Two-Factor Theory:

·        Intrinsic Motivators: Providing professional development opportunities and making employees understand the difference their work makes in patients’ lives.

·        Extrinsic Motivators: Performance-based incentives and recognition programs (Grube & Finnerty, 2011).
  1. Distinguish key personnel. What personnel (by role) are necessary? What training or retraining might be necessary?
The key personnel include:

·        Clinical Leaders: To implement clinical protocols.

·        IT Specialists: To operate the shared IT platform.

·        Outreach Co-ordinators: To lead the joint outreach activities.

·        Training- The training for cross-organizational collaboration would be provided along with using new technologies (Model Affiliation Agreement, n.d.).
  1. Determine necessary facility resources. What facility resources are necessary?
Telehealth equipment for rural outreach.

Shared clinical spaces for shared programs.

State-of-the-art IT infrastructure for data sharing (Intermountain Healthcare, 2020).
  1. Identify technological needs. What technology resources are necessary?
A shared EHR platform.

Telehealth platforms for virtual consultations.

Data analytic tools to monitor performance (Spees, 2014).
  1. Evaluate additional resources. What other physical resources will be necessary?
Funds for staff training and development.

Marketing materials to be used in the promotion of shared services to the community.

Legal and regulatory support to ensure compliance with healthcare laws (Grube & Finnerty, 2011).

 Challenges and Opportunities

  1. Identify challenges. After considering the previous questions, what challenges can you foresee in the affiliation?
·        Cultural differences between TPMC and the affiliate.

·        Resistance to change by employees.

·        Financial risks regarding shared investments (Spees, 2014).
  1. Assess challenge plausibility. What is the likelihood of these challenges occurring in the affiliation, and what situations may indicate that a certain challenge may be present?
·        Cultural Differences: Likely – because of different organizational cultures.

·        Resistance to Change: Possible – especially long-term employees.

·        Financial Risks: Moderate – contingent upon the success or failure of shared initiatives (Grube & Finnerty, 2011).
  1. Identify strategies. What strategies should be in place to mediate or address these challenges?
·        Cultural integration workshops.

·        Clear communication and support of the employees during the transition.

·        Developing a risk management plan to deal with financial uncertainties (Model Affiliation Agreement, n.d.).

 Termination Strategy

  1. Define success. How will successes be measured in the affiliation? If successful, will the affiliation lead to a new opportunity to redefine or expand the relationship? Explain the criteria and processes involved.
The success will be considered when the goals set by the affiliation, improved clinical outcomes and cost savings will be realized. If successful, the affiliation may extend to higher-level integration, such as a full merger and expanded joint programs.
  1. Identify consequences. What are the consequences if one organization does not deliver on its responsibilities in the affiliation? Explain the process recommended for remediation of the issue.
If one organization does not meet its commitments, then the Collaborative Executive Board will start a remediation process, which includes performance improvement plans and renegotiation of terms. If unsuccessful, then termination may be necessary (Grube & Finnerty, 2011).
  1. Evaluate criteria. What criteria will be used to indicate a termination of the affiliation is warranted? Are the criteria based on performance metrics, outcomes, timelines, etc.? Explain the processes for determining when the criteria have been met.
·        Performance metrics are not achieved (e.g., patient outcomes, cost savings).

·        Contractual commitments are not met.

·        Cultural or operational differences that cannot be worked out.

The above-named criteria will be reviewed yearly by the Collaborative Executive Board (Model Affiliation Agreement, n.d.).
  1. Determine termination. If necessary, what will be the process to terminate the affiliation? Who is responsible for terminating the affiliation? How will the resources and expenses involved with the affiliation be reallocated? Explain the criteria and processes involved.
The dissolution will entail the following process:

·        Formal review by the Collaborative Executive Board.

·        Reallocation of shared resources and costs.

·        Contacting the stakeholders to facilitate the transition process smoothly. The board will be responsible for overseeing the dissolution process (Spees, 2014).

References:

Grube, M. E., & Finnerty, M. J. (2011). How to make the strategic partnering decision: What we’ve learned from recent merger, acquisition, and affiliation activities. Kaufman, Hall, & Associates.

Intermountain Healthcare. (2020). About Intermountain. https://intermountainhealthcare.org/about/

Model Affiliation Agreement. (n.d.). Master of Health Leadership Program. Western Governors University.

Spees, J. (2014). 2015 AHLA health care transactions: Resource guide. The Camden Group.

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Question

Define an appropriate affiliation structure for TPMC.

For this assignment, you will complete the Affiliation Structure worksheet as an outline for the proposed affiliation structure. This worksheet will be submitted with the assessment.

For Assignment 4, do the following:

Affiliation Structure Worksheet (Assignment 4)

Affiliation Structure Worksheet (Assignment 4)

  • Review the Model Affiliation Agreement. This is an example of how this structure is carried out and displays the necessary aspects of the structure that require careful planning. This document is informational and does not need to be included with any assignments.
  • Complete the Affiliation Structure worksheet (Assignment 4) to create an affiliation structure that includes:
    • a leadership plan
    • an organizational plan
    • an assessment of potential challenges
    • a termination strategy