Implementation Plan for Jacobi Hospital

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. 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 with this model, the management needs to be engaged, so that any small groups tasked with decisions on things like performance, practice and education can be done away with, so that everything falls within the governing council's structure. For the sake of ensuring that decisions are made in good time, the chairman of the council needs to be authorized to make decisions in line with the council's goals, on their behalf, when it is impractical to call up the entire council.

Nurses should be provided with opportunities for clinical advancement, and through this, make room for involvement in the council. Advance practice nurses, most importantly, should be involved. Many Advanced Practice Nurses take up major responsibilities at the Jacobi hospital, including the 24-hour watch of patient care units (Caramanica, 2004). Implementation Plan and Timeline for the Strategic Plan Key Roles and Responsibilities of Stakeholders There are various roles and responsibilities that are played by the stakeholders. Some of these roles are played distinctively by management, doctors and nurses.

Management is responsible and plays a major role in establishing policies, making decisions for the organization that must be strategic, and directing the organizations' undertakings. Among the responsibilities that stakeholders are tasked with include: selecting a Chief Executive Officer, supervising those in charge, overseeing the proper financial management, ensuring value, setting objectives and strategy, establishing relationships with the community, and setting standards to be met by all. The management is tasked with actualizing the direction and strategy set by the board.

The board is key in deciding what goals to pursue as envisioned in the vision, mission and strategy of the organization. All these must be designed, taking the immediate environment into account, and reflecting the values held by the organization. Besides this, doctors and nurses are responsible for handling patients in an adequate manner, maintain the health of patients and emphasize on the cleanliness in order to maintain standards of the hospital (Arnwine, 2002). Stakeholder Accountability and Involvement Approaches The involvement approaches reflect different types of stakeholders.

Participation approach allows a part of the team to be involved in fulfilling tasks or to be responsible for a certain action. Two-way engagement is only used for assigned tasks. In the case of shared accountability and responsibility, the partnership engagement approach is suitable. Here, two-way engagement involves shared tasks, decisions and learning. In the consultation approach, there is no responsibility, and influence is not guaranteed for the stakeholder involved. Two-way engagements occur in terms of questions and answers.

In the push communication approach, there is no two-way engagement as they involve communication elements, such as letters, emails and videos. Push communications also enable stakeholders to choose whether.