In the previous project, the quality improvement plan identified Cleveland Clinic, Ohio's weaknesses and steps to improve on them. The areas of improvement that the organization should focus on include training nurses and physicians to improve documentation, focusing on better service delivery as the healthcare facility continues to grow, and reducing testing and imaging costs. The next phase of the project is formulating an implementation plan for the improvement program. This paper discusses the implementation plan by analyzing the staff acceptance to change, implementation timeframe, data collection and data analysis issues, and describing the desired outcomes of the quality improvement plan.
Issues to be Considered with the Implementation
Staff Acceptance of Change
The need for change is critical in the health care sector, as there is always a need to improve health services quality. The staff can respond to change, either through resistance or acceptance. The success of the implementation plan depends on the participation of the staff to address quality improvement. Ileri and Arik (2018) observe that employees’ resistance, attitudes, and perceptions to change can be examined through a change management method. Change management tools should be where changes have to be implemented in a healthcare facility. Change management tools can involve proper leadership, training, and staff support with the new systems.
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Proper leadership in change management involves using emotional intelligence to understand the team through the change management process. The leaders can also make use of feedback to understand the staff's response to the new systems. Creating an open platform where the questions of staff are answered will create a better change management approach. The use of training on new tools should improve the implementation plan. In the given scenario, nurses and physicians should improve their documentation practices. Implementing a new documentation tool will require that the staff be trained adequately on how to use the new system.
Implementation Timeframe
The implementation timeframe of the quality improvement plan should take place within eight months. The implementation team will have two months to communicate the new changes to the staff. During those eight months, it is expected that the staff should improve their documentation, and there should be a notable improvement in service delivery.
The first phase of the plan will involve a one-month survey on the patients to receive feedback about the specific services that need improvement. The patients should provide answers on the documentation, quality of services, and costs.
The next phase of the plan will occur for a month involving meetings with the staff to communicate the change. The first meeting will involve proposing the changes that will impact the staff and provide feedback by raising concerns. Involving the staff, getting their feedback, and acting on their concerns is critical to ensure that they have a positive attitude to the change and accept the change (Frampton et al., 2017). The next months will involve holding monthly meetings where the employees offer additional ideas on the changes. It will also involve training of the staff on the proper documentation process.
Issues in the Collection and Analysis of Data
Data Collection
The data collection process will involve conducting surveys on the staff and the patients. The data collected for both surveys will involve both qualitative and quantitative data. The patient surveys will focus on the experience and the quality of the services they received. One of the issues in the data collection procedure involves having willing patients that provide honest feedback. The next step of the data collection will involve surveys on the staff to ask questions regarding their documentation procedure. The data collection should focus on asking the right questions to have the right data that analyzes the improvement plan (Arsel, 2017). One should ensure that the questions asked in the data collection directly
Data Analysis Process
The data analysis will involve critically analyzing the staff and patients' responses to determine whether the improvement plan has been successful. The qualitative and quantitative data collected will be analyzed differently. Quantitative data will be analyzed through the use of various statistical tools to conclude. The qualitative data will be analyzed by examining various keywords to determine significant themes in the data. The issue that can arise in the data analysis is that one should have the expertise to analyze the data accurately. One should be equipped with the knowledge of how to use various statistical tools to analyze quantitative data.
Desired Outcome of the Quality Improvement Plan
The primary desired outcome of the quality improvement plan is to improve the quality of services of Cleveland Clinic. The improvement in the quality of services could involve reducing the waiting times and experience of patients. Satisfied patients should help the staff feel more satisfied and at ease in their jobs leading to a reduction in staff stress levels and burnout. Lower stress levels and improved patient experience would lead to better health outcomes and an overall improvement in the quality of care. The desired outcomes of the plan also involve an improvement in the documentation procedure. Nurses and physicians should show an improvement in how they document patient data. Proper documentation should result in proper assessments and interventions that improve the quality of care. Following the steps and issues outlined in the quality improvement plan should make quality improvement successful.
References
Arsel, Z. (2017). Asking questions with reflexive focus: A tutorial on designing and conducting interviews. Journal of Consumer Research , 44 (4), 939-948. https://doi.org/10.1093/jcr/ucx096
Frampton, A., Fox, F., Hollowood, A., Northstone, K., Margelyte, R., Smith-Clarke, S., & Redwood, S. (2017). Using real-time, anonymous staff feedback to improve staff experience and engagement. BMJ Open Quality , 6 (1), u220946-w7041. http://dx.doi.org/10.1136/bmjquality.u220946.w7041
Ileri, Y. Y., & Arik, O. (2018). Investigation of Resistance, Perception, and Attitudes of Employees against Change in Information Systems Using Change Management Approach: A Study in a University Hospital. Journal of Information & Knowledge Management, 17(04), 1850038. https://doi.org/10.1142/S0219649218500387
