Implementation Plan for Jacobi Hospital Essay

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Strategy to Improve the Performance of Jacobi Hospital / Implementation Plan for Jacobi Hospital

Potential Short- and Long-Term Financial Impact of HCAHPS Scores on Jacobi Hospital

Solid finances in the current period as well as progress and viability are seen as some of the objectives of most organizations. It is in the best interests of patients to have good management in hospitals as indicated by the relationship between hospital performance and management scores. The HCAHPS scores may not seem to have an effect on the hospital in the short-term and mid-term. However, in the long run, negative effects may be felt in terms of bad image and loss of customers. Where the scores are low time after time, patients may look for other hospitals, which are clean, well maintained and the patients are treated well. This would impact the hospital's finances negatively, in the long-term. HCAHPS, therefore, affect both short-term and long-term visits of patients to the Jacobi Hospital (Murphy, 2015).

Potential Impact on Quality Outcomes

In order to avoid any negative consequences, the hospital must take adequate measures to address any gaps revealed by the HCAHPS. According to this survey, the Jacobi hospital was rated as average in terms of cleanliness, maintenance and the well-being of patients. There is, therefore, a requirement that these areas be improved. For example, nurses can be better equipped with skills on interacting with their patients, especially given the fact that they encounter people from diverse backgrounds in their day-to-day duties. If the issues highlighted remain unaddressed, theycan negatively impact the hospital's standing, causing patients to seek treatment elsewhere (Murphy, 2015).

Potential Cause of Jacobi Hospital's HCAHPS ScoresThe low scores for Jacobi Hospital can be explained by a few factors. Communication is one of their major problems. This can be attributed to the fact that the hospital serves people who speak a wide variety of languages and the care givers cannot be expected to know them all; 150 of them. This is a common problem for hospitals in urban areas.

Another factor that affects the Jacobi Hospital is the composition of its patients. A large number of the patients treated at this hospital come from poor backgrounds, and thus, have no insurance, and live destitute lives in shelters.

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Common problems treated are mental illness and substance abuse. Many urban hospitals suffer the same drawbacks. The Jacobi hospital, thus, has to offer its quality services to the most desperate patients who cannot pay, and this impacts it negatively (Orginski Law, 2012).

Incorporation of Evidence-Based Practice to Improve Jacobi Hospital's Quality

When it comes to evidence-based practice, tradition is set aside in favor of the provision of greater quality care, and a focus on better outcome for the patient. Where there are few resources to develop the same, hospitals need to resourcefully appoint nurses and mentors who will drive the process of improving practice using evidence. Several models exist for Evidence-Based Practice process. Some of these can be used by individual practitioners, for example, the Stetler's model, which makes use of research. Others, such as the DiCenso, Cullum and Guyatt models, take into account the element of the health care resources at the disposal of the practitioner. In another model, the Clinical Scholar model, the hospital selects several nurses who will be nurtured to act as mentors. These nurses facilitate an atmosphere where questions can be continually asked by the direct care nurses (Wallen et.al, 2010).

Incorporation of Shared Governance to Improve Jacobi Hospital's Quality

A move needs to be made by inviting staff to participate, expecting them to perform, as far as shared governance is concerned. All those involved must be expected to take up responsibility, be accountable and exercise the authority expected of their roles. Several things need to be addressed with regard to this. Locus of control needs to be clarified. That is, there needs to be an alignment between the model in use, which is the Collaborative Practice Model and shared governance. Secondly, the decision matrix must be affirmed so that it is clear how decisions are made, given the fact that consensus may not always work. Another clarification of the hospital's quality improvement is that of the coordinating Council's role, which should ensure that the hospital's goals are aligned with those of shared governance. Also, the medical staff partnerships should be aligned so that everyone understands the role of shared governance, and the whole team gets to work it. In accordance….....

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