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• W324646587 abstract "Health agencies and organizations collaborative with students in the Sloan Program in Health Services Administration on required long-term strategic planning projects. For the agency, this collaboration can sometimes make the difference between getting a feasibility study, market analysis, or strategic plan done, or not doing it at all. In the spring of 1996, Joe Fitzgerald, vice president at the Cayuga Medical Center in Ithaca, New York, was assessing the surgical specialties volume of his hospital. He noticed an interesting blip - the anesthesiologists were spending a portion of their time informally treating nonsurgical patients for the management of pain. Fitzgerald, who spends his days overseeing the day-to-day operations of many of the ancillary services at the hospital, began to think a pain management program might be a worthy project for the hospital to formalize. But he needed a lot more information before he approached the hospital board with this idea. His first thought was to seek the help of Cornell's Sloan Program in Health Services Administration. Developed in the 1950s with funds from the Alfred P. Sloan Foundation, the two-year graduate program produces creative and committed students armed with a Master of Health Administration (MHA) degree. What sets the Sloan program apart from other similar programs is the requirement that, in lieu of a thesis, the students participate in an intensive strategic planning project. Working in small teams, students spend up to eight months immersed in a specific project at a health agency or organization - a project for which the goal is to become immersed in a real problem, analyze it, and then come up with workable recommendations or solutions. strategic planning project is the capstone project for the Sloan program says Laura Dimmler, associate director of the program. Second-year students, who have acquired a myriad of skills, get to pull all that didactic learning together and apply it in a practical way. Dimmler, who has been at Cornell and the Sloan program for a year, co-leads the course that directs the strategic planning projects. She divides the roughly 20-student class into four or five teams and then assists students in matching their interests with a project. 'She stresses the importance of hooking up the students with the right project. projects have to meet certain criteria, Dimmler says. They have to be about six to eight months in duration and they have to mesh with the school's focus, but they also have to match the students' interests and fit with whatever they see themselves doing in the future. Some may end up in organizations that provide managed care, others in a long-term care facility, Dimmler notes. students are really viewed as consultants. Look at this, she says as she reaches into a file cabinet and pulls out a bound report the size of a Manhattan phone book, complete with charts, graphs, and surveys. Four students spent six months doing an organizational assessment of this institution last year, and this is what they presented to the board of directors. The Cayuga Medical Center has reaped the benefits of Sloan student projects for many years. Fitzgerald has worked with students on a wide variety of projects over the last decade, ranging from a lecture series for seniors to a feasibility study of the pneumatic tube system in the walls of the hospital that conveys medications and lab specimens throughout the building. All the projects have been implemented. When they come to me, I'm the client, Fitzgerald says. They have to develop a business plan, set and meet timetables, and make presentations to management. This can often be trial by fire. The people here don't cut them any slack. Faced with the task of assessing the feasibility of a pain management program, Fitzgerald didn't hesitate to collaborate once again with students from the Sloan program. …" @default.
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• W324646587 date "1998-01-01" @default.
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• W324646587 title "Health Agencies Benefit from Student Projects" @default.
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