Journal of Healthcare Administration and POLICY

The Journal of Healthcare Administration and Policy serves as a professional development platform for graduate students enrolled in the Master of Healthcare Administration (MHA) program at Charter Oak State College in New Britain, Connecticut. Through direct, hands-on experience with manuscript preparation and scholarly publication, students cultivate the research, analytical, and professional writing skills essential for leadership roles in healthcare administration. The Journal complements students' advanced coursework in healthcare management and policy while providing meaningful exposure to the standards and practices of academic publishing.

Each issue features original research manuscripts by MHA students, the culminating product of their required Capstone course. Topics are student-selected and faculty-approved, reflecting each author's professional interests and areas of expertise within the field. The resulting works demonstrate both scholarly rigor and practical insight — representing the breadth of contemporary healthcare administration and the diverse backgrounds of our student body.

The Journal follows a structured indexing system in which volumes correspond to academic years, and issues correspond to semesters, ensuring consistent organization and ease of reference for readers and researchers alike. The current volume features article visualizations produced with the assistance of generative AI technology, reflecting the Journal's commitment to embracing emerging tools in healthcare administration education and scholarship.

All manuscripts are freely accessible online through the Journal's website, professionally designed and developed by Tara Vermette of Tru Blue Design. While all published works are available at no cost to readers, they remain protected by copyright. All rights reserved. © Journal of Healthcare Administration and Policy.

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This project addresses the healthcare administrative issue of excessive wait times in hospital emergency departments. Long wait times frustrate patients during hospital visits because they must wait a long time to receive medical care, and the situation is even worse in Emergency Rooms (ERs), where urgency is critical. Furthermore, it negatively affects hospital operational efficiency and patient outcomes. This study examines the impact of wait times in emergency rooms on overall patient satisfaction by analyzing how different segments of wait time in the emergency department, including the time it takes to complete patient registration, triage assessment, and see a medical doctor or other healthcare professional, affect patient satisfaction. The study employs a non-experimental research design by analyzing a secondary survey dataset of 5,000 patient participants. The researcher uses descriptive statistics, correlation analysis, and multiple linear regression analysis to determine which segments of the emergency department have the greatest statistically significant impact on patient satisfaction scores, thereby informing healthcare administrators about which segments need priority when implementing efficient patient flow interventions and allocating resources to enhance overall patient satisfaction levels and experiences in the ER.
Volume 4
|
Issue 2
By:
Rachel
Cruz
This project addresses the healthcare administrative issue of excessive wait times in hospital emergency departments. Long wait times frustrate patients during hospital visits because they must wait a long time to receive medical care, and the situation is even worse in Emergency Rooms (ERs), where urgency is critical. Furthermore, it negatively affects hospital operational efficiency and patient outcomes. This study examines the impact of wait times in emergency rooms on overall patient satisfaction by analyzing how different segments of wait time in the emergency department, including the time it takes to complete patient registration, triage assessment, and see a medical doctor or other healthcare professional, affect patient satisfaction. The study employs a non-experimental research design by analyzing a secondary survey dataset of 5,000 patient participants. The researcher uses descriptive statistics, correlation analysis, and multiple linear regression analysis to determine which segments of the emergency department have the greatest statistically significant impact on patient satisfaction scores, thereby informing healthcare administrators about which segments need priority when implementing efficient patient flow interventions and allocating resources to enhance overall patient satisfaction levels and experiences in the ER.
Published:
June 5, 2026
View Manuscript
Problem: Healthcare employee engagement suffers from burnout, understaffing, poor leadership, and underappreciation, leading to higher turnover and impacting patient care. Addressing this requires a systematic, evidence-based approach. Post-COVID, low engagement among frontline staff, like nurses, causes administrative issues, including high turnover and absenteeism. Many strategies aim to improve engagement, but this research synthesizes evidence on effective nursing interventions since the COVID-19 pandemic. Identifying these strategies helps create supportive work environments, improve staff well-being, and enhance patient outcomes (George & Massey, 2020).
Volume 4
|
Issue 2
By:
Gerson
Flores Cantos
Problem: Healthcare employee engagement suffers from burnout, understaffing, poor leadership, and underappreciation, leading to higher turnover and impacting patient care. Addressing this requires a systematic, evidence-based approach. Post-COVID, low engagement among frontline staff, like nurses, causes administrative issues, including high turnover and absenteeism. Many strategies aim to improve engagement, but this research synthesizes evidence on effective nursing interventions since the COVID-19 pandemic. Identifying these strategies helps create supportive work environments, improve staff well-being, and enhance patient outcomes (George & Massey, 2020).
Published:
June 5, 2026
View Manuscript
Workforce turnover in healthcare threatens operational stability, staff well-being, and the quality and continuity of patient care. Ambulatory care settings are especially sensitive to turnover because lean staffing models amplify workload strain and disrupt team-based workflows. This cross-sectional study analyzed a staff experience survey administered in an adult ambulatory care setting (N = 86; response rate = 43%). The survey assessed current work experience, intent to stay, scheduling and workload, leadership presence and trust, stay conversations, well-being signals, and growth and recognition. Results showed that 69.8% of respondents reported workloads that were frequently or unsafely overwhelming, and 76.7% reported very little or no control over their schedules. Perceptions of leadership engagement were low; 74.4% disagreed that leaders are regularly present to understand barriers, and 69.8% reported that feedback is rarely or never acted upon. Nearly all respondents (97.7%) reported no recent stay conversation with a supervisor about what helps them want to stay. Burnout signals were prominent: 58.1% reported emotional exhaustion often or almost always in the prior two weeks. Collectively, the findings indicate a substantial retention risk and support the need for multifaceted retention strategies that target staffing and workload, scheduling flexibility, leadership follow-through, and scalable well-being supports.
Volume 4
|
Issue 2
By:
Susan
Hilerio
Workforce turnover in healthcare threatens operational stability, staff well-being, and the quality and continuity of patient care. Ambulatory care settings are especially sensitive to turnover because lean staffing models amplify workload strain and disrupt team-based workflows. This cross-sectional study analyzed a staff experience survey administered in an adult ambulatory care setting (N = 86; response rate = 43%). The survey assessed current work experience, intent to stay, scheduling and workload, leadership presence and trust, stay conversations, well-being signals, and growth and recognition. Results showed that 69.8% of respondents reported workloads that were frequently or unsafely overwhelming, and 76.7% reported very little or no control over their schedules. Perceptions of leadership engagement were low; 74.4% disagreed that leaders are regularly present to understand barriers, and 69.8% reported that feedback is rarely or never acted upon. Nearly all respondents (97.7%) reported no recent stay conversation with a supervisor about what helps them want to stay. Burnout signals were prominent: 58.1% reported emotional exhaustion often or almost always in the prior two weeks. Collectively, the findings indicate a substantial retention risk and support the need for multifaceted retention strategies that target staffing and workload, scheduling flexibility, leadership follow-through, and scalable well-being supports.
Published:
June 5, 2026
View Manuscript
Emergency department (ED) wait times in Connecticut have reached critical levels, with the state ranking seventh nationally for longest visits and an average wait time exceeding three hours. Many reported wait times exceed five hours. This capstone project examines the problem by reviewing 10 key sources and analyzing data from an original survey administered to 33 Connecticut residents with recent emergency department experience. The central research question asks: What are the primary causes of prolonged ED wait times in Connecticut, and how can evidence-based process improvements, technology solutions, and policy changes reduce delays while enhancing patient flow, experience, and operational efficiency?
Volume 4
|
Issue 2
By:
Gorden
Hiltz
Emergency department (ED) wait times in Connecticut have reached critical levels, with the state ranking seventh nationally for longest visits and an average wait time exceeding three hours. Many reported wait times exceed five hours. This capstone project examines the problem by reviewing 10 key sources and analyzing data from an original survey administered to 33 Connecticut residents with recent emergency department experience. The central research question asks: What are the primary causes of prolonged ED wait times in Connecticut, and how can evidence-based process improvements, technology solutions, and policy changes reduce delays while enhancing patient flow, experience, and operational efficiency?
Published:
June 5, 2026
View Manuscript
High no-show rates in orthopedic and sports medicine clinics significantly compromise patient care continuity and operational efficiency. This study evaluated the impact of a multi-layered intervention comprising automated notifications, patient education, and enhanced scheduling flexibility on the attendance behaviors of young athletes (aged 18–25). Methods: A quasi-experimental, pre-post design was employed to assess the intervention’s efficacy. The study analyzed a sample of patients aged 18 to 25 with scheduled appointments at a sports medicine facility. Data collection utilized a mixed-methods approach, integrating quantitative metrics from electronic health records (EHR) with qualitative data from standardized patient feedback surveys. A paired t-test was used to analyze the significance of changes in attendance rates and patient satisfaction scores.
Volume 4
|
Issue 2
By:
Chela
Nozile
High no-show rates in orthopedic and sports medicine clinics significantly compromise patient care continuity and operational efficiency. This study evaluated the impact of a multi-layered intervention comprising automated notifications, patient education, and enhanced scheduling flexibility on the attendance behaviors of young athletes (aged 18–25). Methods: A quasi-experimental, pre-post design was employed to assess the intervention’s efficacy. The study analyzed a sample of patients aged 18 to 25 with scheduled appointments at a sports medicine facility. Data collection utilized a mixed-methods approach, integrating quantitative metrics from electronic health records (EHR) with qualitative data from standardized patient feedback surveys. A paired t-test was used to analyze the significance of changes in attendance rates and patient satisfaction scores.
Published:
June 5, 2026
View Manuscript
Healthcare worker burnout has become a defining challenge within modern healthcare systems, influencing both workforce sustainability and patient care outcomes. While existing research has established the prevalence and causes of burnout, less attention has been given to how healthcare workers perceive its impact on the care they deliver. This study examines the relationship between self-reported burnout and perceived quality of patient care using a quantitative, cross-sectional survey design. Data collected from 12 healthcare professionals revealed moderate to elevated levels of burnout and a strong, statistically significant relationship between burnouts. They perceived declines in care quality (r = .74, p < .01). Regression analysis further indicated that burnout accounted for 54% of the variance in perceived care outcomes. These findings reinforce that burnout is not solely an occupational concern but a critical determinant of healthcare quality. Addressing burnout through system-level interventions is essential for improving both clinician well-being and patient outcomes.
Volume 4
|
Issue 2
By:
Nathalie
Riviere-Mitchell
Healthcare worker burnout has become a defining challenge within modern healthcare systems, influencing both workforce sustainability and patient care outcomes. While existing research has established the prevalence and causes of burnout, less attention has been given to how healthcare workers perceive its impact on the care they deliver. This study examines the relationship between self-reported burnout and perceived quality of patient care using a quantitative, cross-sectional survey design. Data collected from 12 healthcare professionals revealed moderate to elevated levels of burnout and a strong, statistically significant relationship between burnouts. They perceived declines in care quality (r = .74, p < .01). Regression analysis further indicated that burnout accounted for 54% of the variance in perceived care outcomes. These findings reinforce that burnout is not solely an occupational concern but a critical determinant of healthcare quality. Addressing burnout through system-level interventions is essential for improving both clinician well-being and patient outcomes.
Published:
June 5, 2026
View Manuscript
This study evaluates the effectiveness of Cognitive Behavioral Therapy (CBT) in reducing criminogenic thinking among justice-involved adult males participating in a community-based behavioral health program. The study population consisted primarily of African American and Hispanic men mandated to treatment as a condition of probation or parole. Given the limited timeframe of the study, direct measurement of recidivism was not feasible; therefore, changes in criminal thinking, measured using the Texas Christian University Criminal Thinking Scales (TCU CTS 3.0), were used as a proxy indicator of recidivism risk. A quasi-experimental, one-group pretest–posttest design was employed. Data were collected from 26 participants (n = 15 pre-treatment; n = 11 post-treatment) and analyzed using descriptive statistics, effect size calculations (Cohen’s d), and distributional analysis. Results indicated substantial reductions across all five criminogenic thinking domains, with large-to-very-large effect sizes (d = 1.24–1.62). Distributional analyses revealed reductions in variability and attenuation of high-risk outliers following treatment.
Volume 4
|
Issue 2
By:
Annebel
Robinson
This study evaluates the effectiveness of Cognitive Behavioral Therapy (CBT) in reducing criminogenic thinking among justice-involved adult males participating in a community-based behavioral health program. The study population consisted primarily of African American and Hispanic men mandated to treatment as a condition of probation or parole. Given the limited timeframe of the study, direct measurement of recidivism was not feasible; therefore, changes in criminal thinking, measured using the Texas Christian University Criminal Thinking Scales (TCU CTS 3.0), were used as a proxy indicator of recidivism risk. A quasi-experimental, one-group pretest–posttest design was employed. Data were collected from 26 participants (n = 15 pre-treatment; n = 11 post-treatment) and analyzed using descriptive statistics, effect size calculations (Cohen’s d), and distributional analysis. Results indicated substantial reductions across all five criminogenic thinking domains, with large-to-very-large effect sizes (d = 1.24–1.62). Distributional analyses revealed reductions in variability and attenuation of high-risk outliers following treatment.
Published:
June 5, 2026
View Manuscript
The operating room (OR) serves as a critical revenue center for healthcare facilities, relying on highly skilled personnel and advanced technology used daily to deliver high-quality care. However, workflow delays in the OR can be costly, underscoring the need to prioritize quality of care while maintaining high efficiency. These delays are well-documented contributors to inefficiency and increased cost, reinforcing the need for systems-based approaches to improve turnover processes (Bhatt et al., 2014). By increasing OR efficiency and decreasing turnover time, healthcare facilities can optimize their operations and reduce costs. This study focuses on an ambulatory surgery center (ASC) specializing in same-day orthopedic procedures, including surgeries for the hands, knees, feet, and ankles; sports injuries; joints and spine; and pain management treatments. Despite its specialization, the facility consistently fails to meet established turnover-time benchmarks, resulting in procedural delays, increased overtime, and diminished patient satisfaction
Volume 4
|
Issue 2
By:
Kayshla
Vargas Acevendo
The operating room (OR) serves as a critical revenue center for healthcare facilities, relying on highly skilled personnel and advanced technology used daily to deliver high-quality care. However, workflow delays in the OR can be costly, underscoring the need to prioritize quality of care while maintaining high efficiency. These delays are well-documented contributors to inefficiency and increased cost, reinforcing the need for systems-based approaches to improve turnover processes (Bhatt et al., 2014). By increasing OR efficiency and decreasing turnover time, healthcare facilities can optimize their operations and reduce costs. This study focuses on an ambulatory surgery center (ASC) specializing in same-day orthopedic procedures, including surgeries for the hands, knees, feet, and ankles; sports injuries; joints and spine; and pain management treatments. Despite its specialization, the facility consistently fails to meet established turnover-time benchmarks, resulting in procedural delays, increased overtime, and diminished patient satisfaction
Published:
June 5, 2026
View Manuscript