Change Management Proposal for DaviTa Everett Clinic, Washington

Running head: CHANGE MANAGEMENT PROPOSAL 1
Change Management Proposal for DaviTa Everett Clinic, Washington
Name
Institution

CHANGE MANAGEMENT PROPOSAL 2
Change Management Proposal for DaviTa Everett Clinic, Washington
The DaviTa Everret clinic was founded in 1924 with the input of four private practice
physicians- Leo Trask, Arthur Gunderson, Samuel Caldbick and Harry Secoy. The four
physicians pooled resources to make use of shared knowledge and resources to benefit the clients
they served. The facility’s website terms the founding fathers of this facility as innovators that
acted creatively to foster the improvement of patient care. Currently, the facility enjoys the
effective service availed by a team of over 500 health care providers, 1,500 members of staff,
over 40 specialty care services and a consumer base of about 300,000 people. The institution
remains locally owned and operated by its caregivers and physicians.
The facility’s mission statement is “We strive to create a positive experience of care for
each patient. We promote high-quality care that is safe, timely, effective, efficient, equitable and
patient focused. We continually learn in order to provide the highest quality of evidence-based
care for our patients” (Everret Clinic Website). DaviTa Everett Clinic, Washington is a
healthcare organization whose operations are aimed at fostering learning, and institutionalizing
its structures to attain the position of healthcare firm that meets its client’s needs by doing only
what is right for each of the patients served. Currently, DaviTa Everett Clinic, Washington
continuously tailors its operations to adopt new strategies of availing high quality services that
boasts of the attributes of convenience and affordability. According to the institution’s website,
the institution applies the ideals of innovative thinking that is supportive of its core values to
avail patient centered care. The current study seeks to undertake a critical analysis of the most
effective strategies of implementing a change management proposal on the issues of integrated
care for population health and administration transformation as ways of fostering efficient
healthcare service delivery at the DaviTa Everett Clinic, Washington.

CHANGE MANAGEMENT PROPOSAL 3
Driving Force for Change
The current study proposes that the DaviTa Everett Clinic, Washington should initiate
operational changes by undertaking administration transformations and alterations in its
integrated care for population health operations. Al-Haddad and Kotnour (2015) and Yousef
(2017) explain that in most cases, change is driven by certain institutional necessities and the
need to offer solutions to the problems that face a particular firm. The researchers explain that
the need for change in organizational settings is manifested by factors such as declining
performance in terms of resources and health outcomes and service inefficiency. According to
Hornstein (2015), health outcome is a measure of the cases of continuing morbidity and
mortality while service efficiency vets the efficacy of a health care institution in fostering
effective costs per unit and reduction of the associated patient wait times. A critical analysis of
the service delivery frameworks at the DaviTa Everett Clinic, Washington reveals the need for
institutionalization of operational changes to ensure that its performance in the issues of
administration transformations and alterations in its integrated care for population health
operations as a way of ensuring that the services availed by the institution reveal the standards of
a hospital of a similar rank.
The need for institutional changes at the DaviTa Everett Clinic, Washington is made
more urgent by the operational changes depicted by other operators in the healthcare industry.
While the institution boasts of its over eight decades of existence, there are tendencies that it will
face fierce competition from other operators. Similarly, DaviTa Everett Clinic, Washington has
shown some levels of inefficiency in administrative and integrated population health practices.
Such challenges expose the healthcare provider to the vulnerabilities of being targeted with
government regulatory agencies looking for pathways to close the ineffective services availed by

CHANGE MANAGEMENT PROPOSAL 4
the facility. Similarly, the fact that DaviTa Everett Clinic, Washington offers its services at a
premium price could cause a portion of its service purchasers to look into ways of accessing
alternative products and services at a cheaper price.
Ideally, the progressive advancements depicted by the external environment act as
primary motivators for proposed internal changes at the DaviTa Everett Clinic, Washington.
Currently, the Clinic tailors its operations in such a way that they are adequately suited to offer
its clients with a service delivery system that boasts of higher degrees of safety, effectiveness,
equitability, efficiency, patient centeredness and timeliness. While the institution has been at the
forefront in fostering continuous innovations in its management and clinical operations, there is
need for institutionalization of an innovative administration, effective clinical practices, as well
as sustained changes to avert the challenges presented by external operators. Currently, the
DaviTa Everett Clinic, Washington offers its healthcare services to a population of over 300,000
patients. The institution is served by a team of over 500 health care providers, 1,500 members of
staff and over 40 specialty care services. Such an expansive dimension of services offered by the
DaviTa Everett Clinic, Washington reveals the need for institutionalization of changes aimed at
enhancing its degrees of operational effectiveness.
Petrou et al. (2018) describe transformational change as the planned institutional
alterations that are designed to improve the performance of a healthcare institution while
instilling behavioral changes in a majority of the organization’s stakeholders. As a consequence,
Al-Haddad and Kotnour (2015) reveal that transformations taking place in healthcare settings
must be multidimensional, qualitative and proceed with the aim of instilling radical multi-level
alterations by inculcating paradigmatic shifts. Yousef (2017) explain that transformational
alterations in institutional settings tend to impose disruptions to the existing periods of relative