Change agents were brought in to assist with changes at Health Central Hospital. Blue Jay Consulting and MEDI helped with culture change and improving operations like emergency room throughput. They used approaches like executive coaching, team building, and implementing new policies to decrease wait times and increase revenues. As a result, Health Central Hospital improved care quality and was recognized as a top hospital. Change agents play an important role in successfully managing organizational change.

1. ROLE OF CHANGE AGENTS IN CHANGE MANAGEMENT
Written by
Ileana Delgado-Romero, BS-HSA

2. EXECUTIVE SUMMARY
“The rate of change is not going to slow down anytime soon. If anything,
competition in most industries will probably speed up even more in the next
few decades.” John P. Kotter

3. CONSULTING AGENTS ASSISTING CHANGE
 Health Central Hospital
 The need for internal and external change.
• Caring, compassion, commitment
• Affordable Care Act
 Merger and the new President
• Less cost, Best practices
• What we focus on, we achieve
 Emergency Room
 Culture Change
 Consulting Agents

4. CHANGE AGENTS
 Blue Jay Consulting
• History
• Change Management Approach
• Increase Revenue
• Shorten Wait Times
• Emergency Room Throughput
• Cultural Re-vamping
 MEDI
• History
• Organizational Development
• Vision
• Break resistance
• Resources & Tools
• Unified team

5. LITERATURE REVIEW

6. CHANGE IS GLOBAL
CHANGE IS UNAVOIDABLE

7. CHANGE AGENTS
 $10 billion global business
 Agents that fit the need, the change and the
situation.
 Agents have knowledge of the external
elements.
 Agents are Leaders that practice different
images.

8. DISCUSSION & CONCLUSION

9. ORGANIZATIONAL RENEWAL

10. BLUE JAY CONSULTING

11. CHANGE MANAGEMENT APPROACH
 Direct and navigate policies and procedures
 Decrease wait times.
 Decrease patients not seen.
 Faster I-Triage
 New Concierge Desk
 Call Backs
 Increase revenues
 Sustainability of short and long term goals.

12. MEDI

13. ORGANIZATIONAL DEVELOPMENT
 Coach and interpret the vision.
 Executive Leadership
• Leaders coaching management
• Management coaching staff
• Staff coaching staff
 Team Building
 Resources and Tools
 Change to a positive culture
 Empowerment and accountability

14. RESULTS
 Grade A Hospital for 24 months running in by the Leapfrog
Group.
 Joint Commission full accreditation
 OPPE best practice by VHA Southeast Bright Ideas magazine.
 The 1st and only full accredited stroke receiving hospital in
Central Florida.
 #1 hospital in the Orlando Health organization for quality
improvement in the last 4 years.
According to the Center of Medicaid Services (CMS), “Health Central is recognized as a
mentor hospital for best practices in reducing harm and re-admissions.”

15. REFLECTIONS

16. PROJECT/PRACTICE MANAGER
 Situational approach –the need to be flexible to
handle any changes.
 Collective approaches
 Collaborative images
 Awareness of the organization and its culture.
 Internal and External changes
 Knowing when assistance is needed.
 Director and Coach

18. THE 4 P’S OF MANAGEMENT
 Purpose
Why? External or Internal.
 Picture
How? What If’s?
 Plan
The Method
Lean Six Sigma
Kotter’s 8 Step Process
 Part
Who are the players?
Team Building
Empowerment
Accountability
PURPOSE PICTURE PLAN PART

20. QUESTIONS & COMMENTS