Change-Initiative : Improving Patient Care Model for Inpatient Units at Moffick Hospital - Research Proposal Example

CHANGE-INITIATIVE PROPOSAL: IMPROVING PATIENT CARE MODEL FOR INPATIENT UNITS AT MOFFICK HOSPITAL CHANGE-INITIATIVEPROPOSAL: IMPROVING PATIENT CARE MODEL FOR INPATIENT UNITS AT MOFFICK HOSPITAL Moffick Hospital Organizational Context: Moffick Hospital is an academic medical facility that is recognized nationally. Founded in year 1956, the 500 bed capacity hospital is one of the biggest in downtown Chicago. This hospital was founded a decade after the historic world wars in the aim of treating soldiers who developed complications subsequent to the injuries they sustained during the wars. The name Moffick was inherited from a medical student who raised the plight of warriors and suggested an independent hospital for them. Since its establishment, the hospital has been majoring in reconstructive therapy and surgeries. The oncology department was established following its expansion in the year 2000. The facility attracts international patients due to its well qualified and specialist surgeons and clinicians. The hospital has Inpatient Department which includes an Intensive Care Unit, Oncology/Medical Surgical Unit, and Telemetry Unit. The staff capacity includes 30 permanent specialty surgeons, 30 semi-permanent specialty surgeons, 150 clinicians and 155 nurses. My Role and Vision as the Chief of Executive Operations at Moffick Hospital: As the Chief of Executive Operations of Moffick Hospital since April 2014; the roles bestowed to me by the Board of Governors for this position are wide, and I intend to match them for the benefit of our patients. My first and foremost role is to communicate the vision and mission statement of Moffick Hospital. The vision statement-as known to many-states, “our tradition is to treat patients with dignity, excellence and compassion”. The mission statement states “to be worlds renowned specialty hospital” strategic leadership is the second duty that my office needs to exhibit. In collaboration with the Board of Governors, persons in top level management of departments, the medical staff of the hospital, all the employees and the community, I unveil the new vision and mission statements. The vision statement states “to provide exceptional and compassionate service to our loved ones”. On the other hand the mission statement states “The Moffick Hospital provides evidence-based patient care by embracing technology and new knowledge for the local and international patients”. In strategic leadership, I have conducted surveys that aided in coming up with a more collaborative approach to patient care which may improve overall patient satisfaction and sustenance of the same. There are many other roles, but those mentioned are enough for the moment. The Statement of Problem: Currently, various complaints owing to delays in treatment have contributed mightily to loss of trust of patients in the immediacy of care at Moffick Hospital. The quality of healthcare service received by the patients is critical to the reputation of any healthcare organization. Patient safety is an inevitable to the delivery of quality service that needs to be assessed and evaluated on an annual or bi-annual basis. The reputation of Moffick Hospital as a specialist hospital and academic hospital relies heavily on the reputation it depicts to its users. The treatment delays and persistent low patient satisfaction scores are attributed to the high frequency of changes made to daily routines in nursing and patient care assignments. With the new vision and mission statements; it will be the obligation of persons in top level management of departments, the medical staff of the hospital, all the employees to work as a team and ensure the patients get a better deal. This would reiterate to more patients and greater image of Moffick Hospital. Literature Review The low patient satisfaction rates as unveiled by the various surveys are mainly due to: Lack of routine internal patient acuity auditing Poor feedback and communication between the medical staff and the patients and the medical staff and lower staff top patient ratios. The major setback mainly arose from the changes in the patient care model due to changes made to daily nursing and patient care assignments. The frequent changes to the routines contributed to slight resistance and reluctance from the staff owing to overlapping responsibilities. The short time frames set aside for implementation of change saw to it that wonderful strategies did not succeed. Citing a study done by Novikova, “A study of customer satisfaction factors and employee satisfaction in the hospitality industry”, various insights can be generated for implementation in Moffick Hospital. Changes made to our patient care model, staff scheduling, and increases in registered and advance nursing personnel will promote a more collaborative approach to patient care which may improve overall patient satisfaction. The Proposed Solution I unveil a program which will champion the Moffick Hospital to the best position possible. The senior and middle management are greatly indebted to aligning resources within departments and ensuring that front line personnel design a strategy to enhance the patient’s experience. The success of this program depends significantly on individual accountability proprietorship and empowerment of the all the staff including the front line staff. Staff members with in-depth experience are empowered to engage newer staff who in turn should be willing to collaborate. Every senior management will be expected to generate newer departmental visions and mission statements whose appropriateness will be analyzed every year. The best department to achieve their vision and mission statements will receive an incentive which will be disclosed soon. Therefore, every staff member in every department needs to work in unison and improve on communication concerning areas that need amendments or otherwise. I have also opened a social media platform that will be a direct communication platform between the patients and the management. Stakeholder Analysis The stakeholders in this program will include the community, the board of governors, the medical staff and the hospital staff of Moffick Hospital. I request the community to be patient with the management of Moffick Hospital as we align resources and ensure that they have better services. I would also recommend that the members of the community shall forward any complaints, compliments or suggestions. We love our patients, and we believe in the interventions offered in Moffick Hospital and we believe that the patients will be in better health after the interventions. On the other hand, I request that senior management should deploy staff members in areas where they are most comfortable to perform. The skills of an individual should be the mega factor in the deployment. The vision and mission statements to be drafted should be generated from departmental surveys focusing on improving employee and patient satisfaction. Finally, the Board of Governors shall move in swiftly to fund trainings that may be necessary as we unveil a new program. Implementation Timeline September 2014 – October 2014 November 2014- January 2015 February 2015- June 2015 July 2015- September 2015 inputs processes output outcomes Critical success factors 1. the stakeholders a. BOG b. senior management c. medical staff d. Hospital employees e. community 1. new departmental vision and mission statements 2. assess information needs 1. New departmental vision and mission statements 2. Feedback from patients 3. patient satisfaction surveys conducted daily Short term 1. better relations and communication between hospital employees and between patients and hospital employees 2. successful patient procedures 3. better patient receptacle at the facility 1.involvement of all the staff members in the new program 2.immense feedback from the public and staff members 3. prioritization of the patient’s wellbeing by the staff member 4. successful training of the staff 5. feedback on the communication channels 6. improved accountability and ownership among the staff members and physician engagement with patients 7. leadership support 2. communication channels for understanding of the new programme 3. ensure commitment by reassuring stakeholders to minimize reluctance and defiance 4. develop a monitoring and evaluation plan review 5. individual performance targets 6. departmental reports on adherence to individual targets 7. quarterly analysis of findings of the patient surveys Long term 1. better staffing and improved morale among staff 2. 3. shorter patient stays 4. 5. higher patient satisfaction rates 6. Impacts 1. positive reputation 1. Better training offered to the students 2. Evaluation Method Patient flow is greatly determined by the wait times at the emergency time as indicated by various surveys conducted previously. Patient flow, on the other hand, depends on the patient satisfaction which is a valuable indicator in determining the quality of health care. Understanding patient needs and expectations increase patient satisfaction and better patient-physician engagement. In this program, evaluation of the outputs will be conducted in three stages a) Diagnostic Evaluation This is supposed to be conducted prior to and during the early stages of the new program. This will include analysis of the appropriateness of training materials and venues for the few staff members who will be trained. The training should coincide with the learning styles and preexisting knowledge of the trainees. b) Formative evaluation This is supposed to be undertaken in the 2nd and 3rd phase of the implementation of the program. This will include determining how well the staff members are coping with the changes. It will also include addressing and setbacks resistance. c) Summative Evaluation. Summative evaluation will be conducted in the last phase to determine success of the new program and ways on how to sustain the changes. d) Longitudinal evaluation. This is to be conducted after the final phase to determine the sustainability of the program. Conclusion Under the new program, Moffick Hospital will prioritize patient satisfaction and higher quality of health care to its patients. I besiege all the stakeholders to work as a team since it’s the only best possible way to achieving success. 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