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Executive Summary
Jackson Memorial Hospital in Miami can be numbered among the key healthcare facilities in the state in terms of the annual number of patient visits, the physical capacity of its departments, and its professional development programs for employees on various levels. The hospital provides a range of healthcare services to people and encourages small and historically underutilized businesses in the state to participate in the procurement of goods and services.
Unfortunately, the financial costs of implementing modern health records leads us to review the organization’s key goals and values to ensure its fiscal viability. The proposed strategy aims to implement a new mission related to providing medical services of the highest possible quality. According to the proposed vision, our company will need to become the best in terms of patient feedback. Therefore we are going to promote such values as customer satisfaction, respect for employees, leadership, effective communication, and innovation.
In working with people who face health issues, we understand the importance of patient satisfaction, and our new research-based strategy aims to improve nurse-patient communication and satisfaction rates. The proposed strategy involves the implementation of a new staff bonus system based on feedback received from customers. The system is expected to make salaries more competitive, motivate nurses to improve their communication skills, and propel the quality of our services to the next level.
Flowchart: Strategic Process
Goals and Strategies
- The financial goals that need to be achieved with the help of rebranding are based on improving the working conditions for employees and patients. First, the wages that are currently paid are not competitive, and they have a direct impact on the quality of work performed. The average hourly wages of registered nurses do not exceed twenty U.S. dollars. One of the key financial goals is to increase the wages by at least 25% in order to attract more experienced specialists and improve the quality of service that patients receive. Also, our organization will need to improve its competitive advantage to withstand competition from Florida Hospital and other institutions in the state (“Quality measures,” n.d.). To do that, it will be essential to increase the number of heart surgery patients who choose our healthcare organization.
- The strategies for achieving these goals will rely on improving the quality of service. For the first goal involving a gradual increase in wages, it is possible to investigate the effectiveness of creating special scales to measure the performance of particular employees. Specialists whose work helps to increase the level of patient satisfaction most of all will receive bonuses. Thus, if the system leads to increased employee motivation, it will be possible to increase the quality of service, improve the public image of our hospital, and therefore achieve better financial results. The latter will make it possible to allocate additional financial resources to increase the average wage of registered nurses by at least 25%. For the second goal, it is important to introduce new bonuses for cardiac nurses and cardiologists and design new training courses based on the cases of unsatisfied clients. In other words, the strategies will put emphasis on corrective efforts aimed at improving customer experience and the quality-price ratio (Chang, 2014).
- As for the resources that will be needed to implement these strategies and improve the hospital’s financial position, the unique role of leaders should be highlighted. The creation of special training courses will require the participation of experienced healthcare specialists with advanced analytical skills. A group of specialists will be assigned the task to design and conduct a survey concerning the quality of healthcare services that patients receive in different departments. The anonymity of research participants will be protected. The resources that need to be used include online survey websites and tablet computers for patients who would like to complete the survey at the hospital. The specialists responsible for the survey will need to include questions concerning the type of service received, communication, and the professional skills of nurses and doctors (Al-Abri & Al-Balushi, 2014). Also, patients should be invited to share their improvement proposals. The training program will be developed based on the results the survey and opportunities for improvement identified by it. Sufficient financial resources will need to be allocated to achieve this goal.
- Budgetary issues to be highlighted include the necessity of allocating financial resources to providing customers who complete the survey with gifts (sketchbooks, pens, etc.). Budgetary issues also include costs related to the survey and the analysis, the creation of training courses, nurse coaching services, the creation and implementation of quality evaluation tools, and helping patients to leave feedback (Burston, Chaboyer, & Gillespie, 2014).
Implementation Timeline
- During the first year, our organization will conduct a survey, design training courses, and implement a staff bonus system based on patient feedback.
- The implementation process during year three will include measuring the impact of the staff bonus system on the quality of service and employee happiness. If this is found to be successful, the process will include increasing nursing salaries by 15%. Patient satisfaction rates (especially for patients in the cardiology department) will be expected to increase.
- During the fifth year, the strategy will be evaluated and improved if necessary. The number of patient complaints will be expected to be reduced by 10-15%, and salaries are expected to increase by 10%. The staff bonus system will still be used.
References
Al-Abri, R., & Al-Balushi, A. (2014). Patient satisfaction survey as a tool towards quality improvement. Oman Medical Journal, 29(1), 3.
Burston, S., Chaboyer, W., & Gillespie, B. (2014). Nurse-sensitive indicators suitable to reflect nursing care quality: A review and discussion of issues. Journal of Clinical Nursing, 23(13-14), 1785-1795.
Chang, D. (2014). Healthcare price averages don’t give Miami-Dade tools to cut costs. Web.
Quality measures. (n.d.). Web.
Do you need this or any other assignment done for you from scratch?
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