Doctoral Student

Ashley-Kay Fryer

Ashley-Kay Fryer is a doctoral candidate in Health Policy and Management at the Harvard Business School and Harvard Graduate School of Arts and Sciences. Her research in the field of health care management focuses on the role of organizational leadership in efforts to implement delivery system innovations, integrate patient care, and improve the performance of health care organizations.
 
Ms. Fryer has worked on a wide range of research projects utilizing both quantitative and qualitative research methodologies. She is currently working on studies that examine how middle and senior managers influence the implementation success of quality improvement initiatives on hospital units as well as how physician group organizational factors and care management programs influence patient perceptions of integrated care and utilization of care.
 
Ms. Fryer received an A.B. cum laude with high honors in a self-designed interdisciplinary major, “The Determinants of Population Health,” and minor in Health Policy from Harvard College in 2008. Following graduation, she spent a year working in equity research sales for JPMorgan Chase, before joining The Commonwealth Fund, a private health care research foundation. While at The Commonwealth Fund, Ms. Fryer served as a research associate for the Fund’s Health System Scorecard and Research Project. In this role, she co-authored comparative health care reports, such as the Commonwealth Fund Scorecard series that evaluates U.S. health care system performance at the national, state, and regional levels. Most recently, she served as a research associate for the Institute for Healthcare Improvement’s innovation team, designing and testing quality improvement innovations for hospitals and health systems.
Ashley-Kay Fryer is a doctoral candidate in Health Policy and Management at the Harvard Business School and Harvard Graduate School of Arts and Sciences. Her research in the field of health care management focuses on the role of organizational leadership in efforts to implement delivery system innovations, integrate patient care, and improve the performance of health care organizations.
 
Ms. Fryer has worked on a wide range of research projects utilizing both quantitative and qualitative research methodologies. She is currently working on studies that examine how middle and senior managers influence the implementation success of quality improvement initiatives on hospital units as well as how physician group organizational factors and care management programs influence patient perceptions of integrated care and utilization of care.
 
Ms. Fryer received an A.B. cum laude with high honors in a self-designed interdisciplinary major, “The Determinants of Population Health,” and minor in Health Policy from Harvard College in 2008. Following graduation, she spent a year working in equity research sales for JPMorgan Chase, before joining The Commonwealth Fund, a private health care research foundation. While at The Commonwealth Fund, Ms. Fryer served as a research associate for the Fund’s Health System Scorecard and Research Project. In this role, she co-authored comparative health care reports, such as the Commonwealth Fund Scorecard series that evaluates U.S. health care system performance at the national, state, and regional levels. Most recently, she served as a research associate for the Institute for Healthcare Improvement’s innovation team, designing and testing quality improvement innovations for hospitals and health systems.

Cases and Teaching Materials

  1. Transforming Care at UnityPoint Health – Fort Dodge

    Amy C. Edmondson, Ashley-Kay Fryer and Morten T. Hansen

    This case details the transformation of a health care delivery system, UnityPoint Health – Fort Dodge, into a Pioneer Accountable Care Organization (ACO) after the passage of health reform in the United States. The case explores in detail how the hospital CEO and staff designed and implemented new models of care delivery and built relationships across health care delivery settings in an effort to better coordinate patient care and lower health care costs. Using patient stories, care delivery prior to the formation of the ACO is compared to care delivery after the formation of the ACO. Three novel programs that were cornerstones to transformation efforts are highlighted: 1) reducing readmissions; 2) creating advanced medical teams; and 3) creating a palliative care program.

    Keywords: ACO; health care; health care industry; health reform; change leadership; change management; coordination; Health Care and Treatment; Leading Change; Health Industry; United States;

    Citation:

    Edmondson, Amy C., Ashley-Kay Fryer, and Morten T. Hansen. "Transforming Care at UnityPoint Health – Fort Dodge." Harvard Business School Case 615-052, March 2015. View Details