This document provides a summary of reforms required in aged healthcare workforce roles to improve productivity and support more effective service delivery. It examines issues related to job satisfaction, productivity commission recommendations from 2011, and evidence-based strategies. Some key points discussed include increasing staffing levels, creating clear career progression paths, utilizing strategic conversations between management and staff, and initiatives to bring former nurses back into the workforce. Overall recommendations are made for governments and organizations to implement changes.
Jeni Bright, occupational therapy student at the University of Southampton, School of Health Sciences, reflects on her 10 week placement at Hampshire Fire & Rescue Service COT Annual Conference 2010 (22-25 June 2010)
Dr Geoff Waghorn is from the Queensland Center for Mental Health Research, Australia and spent 8 days based at Sainsbury Centre as part of an International Initiative for Mental Health Leadership event.
He presented an Australian perspective on IPS to a group of colleagues in London.
Originally uploaded on 28 May 2010.
Effects of Burnout on an Organisation’s Quality Service Provision: Lessons Fr...inventionjournals
This paper investigated the effects of burnout on quality service provision in Midlands Region of Zimbabwe. Using Christian Care as the case study the focal point of the paper was on assessing if burnout has any negative impact on the services offered by the organisation. The sample was made up of 25 participants drawn from both support staff and field staff purposively sampled. Data were generated through interviews and open ended questionnaires. Research ethics were observed through getting permission to carry out the research from the selected NGO and obtaining informed consent from the sampled participants. Grounded theory was used for data analysis and research findings revealed that burnout has a negative impact on employees, organisation and on quality service provision. However if policy on burnout is put in place the effects will be reduced thus enhancing quality service provision. It is recommended that human resources department should take seriously the issue of putting in place policy on burnout so that negative impact of burnout on service provision, employees and organisation are dealt with.
Jeni Bright, occupational therapy student at the University of Southampton, School of Health Sciences, reflects on her 10 week placement at Hampshire Fire & Rescue Service COT Annual Conference 2010 (22-25 June 2010)
Dr Geoff Waghorn is from the Queensland Center for Mental Health Research, Australia and spent 8 days based at Sainsbury Centre as part of an International Initiative for Mental Health Leadership event.
He presented an Australian perspective on IPS to a group of colleagues in London.
Originally uploaded on 28 May 2010.
Effects of Burnout on an Organisation’s Quality Service Provision: Lessons Fr...inventionjournals
This paper investigated the effects of burnout on quality service provision in Midlands Region of Zimbabwe. Using Christian Care as the case study the focal point of the paper was on assessing if burnout has any negative impact on the services offered by the organisation. The sample was made up of 25 participants drawn from both support staff and field staff purposively sampled. Data were generated through interviews and open ended questionnaires. Research ethics were observed through getting permission to carry out the research from the selected NGO and obtaining informed consent from the sampled participants. Grounded theory was used for data analysis and research findings revealed that burnout has a negative impact on employees, organisation and on quality service provision. However if policy on burnout is put in place the effects will be reduced thus enhancing quality service provision. It is recommended that human resources department should take seriously the issue of putting in place policy on burnout so that negative impact of burnout on service provision, employees and organisation are dealt with.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Hospitals and health systems are taking a leading role in population health, by packaging
healthcare solutions — from employee wellness services to full-service health plan
management — and selling them to companies and businesses in their market area. This article details four healthcare systems – all succeeding with different employer programs.
Business Ethics
What is CSR?
Definition of CSR
CORPORATE SOCIAL RESPONSIBILITY
practices of Dr. DEVI SHETTY
(Chairman Narayana Hrudayalaya Group Of Hospitals, India)
Narayana Health Care University
Awards and Contributions of Dr. Shetty
Health And Safety help the organization to fulfill the requirement of service users and retain the employees for a long period of time. Read this report to know more about Health And Safety.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Hospitals and health systems are taking a leading role in population health, by packaging
healthcare solutions — from employee wellness services to full-service health plan
management — and selling them to companies and businesses in their market area. This article details four healthcare systems – all succeeding with different employer programs.
Business Ethics
What is CSR?
Definition of CSR
CORPORATE SOCIAL RESPONSIBILITY
practices of Dr. DEVI SHETTY
(Chairman Narayana Hrudayalaya Group Of Hospitals, India)
Narayana Health Care University
Awards and Contributions of Dr. Shetty
Health And Safety help the organization to fulfill the requirement of service users and retain the employees for a long period of time. Read this report to know more about Health And Safety.
MHA601 week2 discussion 1(300 words)
MHA601 week 2 discussion 2(300 words)
This week, Discussion 1:
asks students to locate a quality improvement & cost saving project implemented in a healthcare setting such as hospital, clinic, nursing home, assisting living, and homecare in the United States. Take a moment to read Section 4.4 Stakeholder Dynamics in the required textbook. You may not be able to find all needed information, which is fine as long as you indicate "no available information found in the article" in your response. Please reach out to your instructor if you have difficulty finding a project that was carried out in the United States.
The U.S. healthcare system has been recognized as a high-cost delivery system with relatively poor quality outcomes, and this situation has not been improved to some extents (Ewing, 2013). Royer asserted that:
Public and private payers have responded to these issues with: 1) financial incentives to improve care outcomes; and 2) more stringent regulations for collecting data on and reporting medical errors and indicators of poor care. Executives and managers in leading health care organizations have recognized poor care coordination as an underlying cause of poor care outcomes, and undertaken large scale organizational process change initiatives to improve quality as well as to reduce costs. (as cited in Frates, 2014, Section 3.2, para. 4)
In the required textbook, Table 3.1: Differentiating Factors for Organization Cost Reduction Efforts lists four differentiators, speed, accountability, scope of change, and LEAN perspective (Frates, 2014). Successful efforts lead to measurable improvements such as less harm due to preventable errors, better patient health outcome and satisfaction, shorter waiting times, etc. The healthcare organizations benefit in a long-run because of reduced capital investments and ongoing expenditures, and an improved reputation that results from better quality care and service.
Discussion 2 covers teams
Delivery healthcare heavily relies on teamwork. Effective teamwork can enhance patient safety, improve quality of patient care, and reduce workload and burnout issues among healthcare professionals. But simply installing a team structure does not guarantee the team will operative effectively (Ezziane et al., 2012). Frates (2014) highlighted four attributes for both functional and dysfunctional teams in Table 4.2. Working effectively in and as a team is an important skill that can be taught and bred. The best quality and cost-effective care and outcomes are attained only if diverse healthcare professionals work together, learn together, and engage in clinical audits of outcomes and innovations to ensure progress in practice and service (Reiss-Brennan, Briot, Savitz, Cannon, & Staheli, 2010). Ezziane and colleagues (2012) argued that effective communication, comprehensive decision making, safety awareness, the ability to resolve conflict, and strong leadership are key contributor ...
Reproduced with permission of the copyright ow.docxsodhi3
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Running head: SUPPORT COORDINATION TRAINING
1
SUPPORT COORDINATION TRAINING
3
Support Coordination Training
BUS 340: Business Communication
SUPPORT COORDINATION TRAINING
Each state providers services to adults with intellectual disabilities daily. These services are supposed to be delivered with quality and within the guidelines of policies created by the department of behavioral health and developmental disabilities from each state. Support coordinators are tasked with the job of being the eyes and the ears of the state as the state is not able to directly oversee each entity that is providing services to intellectually disabled adults. Support coordinator assess not only the quality of each provider’s service but each individual’s satisfaction with each service. This oversight includes support coordination, which the state directly oversees. Much like DFCS workers, support coordinators are spread thin and are required to do a great deal of work. This causes support coordinators to burn out quickly and even miss important things during visits to monitor services. This in turn causes providers to be able to get by with not providing quality services and services that meet the standard that the state’s DBHDD has set. It is much easier to blame the support coordinator for failing to do their job properly than to admit that the real issues lie within the lack of training and preparation. “This kind of work requires strong leadership and a solid infrastructure in order to sustain the various tasks involved in service coordination” (Bigby, Fyffe, & Ozanne, 2007).
To send someone out with the great task of managing not only the individual but the family of the individual and their support team without proper training is frightening. However this is the case with most support coordination agencies. Support coordinators have to assess the effectiveness and efficiency of services using judgement coupled with knowledge. If a support coordinator does not have particularly good judgement or enough knowledge, even about that particular individual, it can be impossible to assess services. Services or even a provider that may work for one DD individual may not work for another. Therefore, it is a neccessity to ensure that support coordinators are properly trained before being sent out into the field to assess services through extensive training. Training should include all aspects of the support coordinators expected tasks including: information (background) about the individual’s that the support coordinator is assigned to manage, judgement training, implementation of formal procedures and processes, resources and tools training, services training, time management and more importantly work-related stress reduction training. These activities are directed towards ensu ...
Running head EMPLOYEE RECRUITMENT AND RETENTION1EMPLOYE.docxjeanettehully
Running head: EMPLOYEE RECRUITMENT AND RETENTION
1
EMPLOYEE RECRUITMENT AND RETENTION
4
Employee Recruitment and Retention
Name:
Institution:
Date:
The contemporary healthcare sector faces many dynamics that present challenges and opportunities. Advancement in technology, globalization, and competition in the industry are among the components that have significantly altered the manner providers engage in their daily activities. Again, the calls for better and quality services provision have led to innovation-led approaches. Another important challenge facing the sector is the shortage of clinical staff. The report looks into the recruitment and retention challenges in the health sector. In particular, the discussion will evaluate the situation at Chatuge Regional Hospital in North Georgia. The facility is over 54 years old – currently offering emergency, trauma, and heart services. There is a great need for regular training and motivation of clinical staff to foster efficiency and productivity in the provision of health services.
Chatuge Hospital, like other facilities, experience challenges in recruitment and retention of experienced health professionals. Hospital administrators should continuously work on initiatives such as talent development and motivation to ensure the retention of staff and the provision of quality services. Recruitment and retention of health professionals remain a significant concern in the quest to ensure patient satisfaction and access to quality services. The trend has seen most hospitals experience high staff turnover and operational costs. Leadership strategies in an organization impact the productivity, motivation, and retention of staff (Kroezen et al., 2015). Hospital administrators need to work on elaborate human resources initiatives that capture needs and interests. The issues highlighted are essential in not only improving service provision but also enhance the satisfaction and retention of clinical staff.
Several challenges hamper the process of the improvement of the health facilities and professionals. Inadequate remuneration of the nurses erodes the image of the nursing profession. In the years gone, most people respected the nursing field due to the professionalism exuded by the personnel. However, the remuneration factor erodes the image of the profession in that the nurses earn low wages while they invest significantly in training and performance of their respective jobs (Kroezen et al., 2015). The nurses get de-motivated when working in a less conducive environment. Also, the challenges highlighted above have effects on patient safety and satisfaction. The issue undermines the reputation of a health facility; thereby, leading to low-level sustainability of the business. Healthcare care providers need to take steps that will lead to the formulation of strategies that appreciates diversity and universality in the healthcare sector.
The facility needs to train the clinical staff on the basic ...
Discussion 1 asks students to locate a quality improvement & c.docxlynettearnold46882
Discussion 1 asks students to locate a quality improvement & cost saving project
implemented in a healthcare setting such as hospital, clinic, nursing home, assisting living,
and homecare in the United States. Take a moment to read Section 4.4 Stakeholder
Dynamics in the required textbook. You may not be able to find all needed information,
which is fine as long as you indicate "no available information found in the article" in your
response. Please reach out to your instructor if you have difficulty finding a project t hat
was carried out in the United States.
The U.S. healthcare system has been recognized as a high -cost delivery system with
relatively poor quality outcomes, and this situation has not been improved to some extents
(Ewing, 2013). Royer asserted that:
Public and private payers have responded to these issues with: 1) financial incentives to
improve care outcomes; and 2) more stringent regulations for collecting data on and
reporting medical errors and indicators of poor care. Executives and managers in lea ding
health care organizations have recognized poor care coordination as an underlying cause of
poor care outcomes, and undertaken large scale organizational process change initiatives
to improve quality as well as to reduce costs. (as cited in Frates, 201 4, Section 3.2, para. 4)
In the required textbook, Table 3.1: Differentiating Factors for Organization Cost Reduction
Efforts lists four differentiators, speed, accountability, scope of change, and LEAN
perspective (Frates, 2014). Successful efforts lead to measurable improvements such as
less harm due to preventable errors, better patient health outcome and satisfaction, shorter
waiting times, etc. The healthcare organizations benefit in a long -run because of reduced
capital investments and ongoing expenditures, and an improved reputation that results
from better quality care and service.
Discussion 2 covers teamsDelivery healthcare heavily relies on teamwork. Effective
teamwork can enhance patient safety, improve quality of patient care, and reduce
workload and burnout issues among healthcare professionals. But simply installing a team
structure does not guarantee the team will operative effectively (Ezziane et al., 2012).
Frates (2014) highlighted four attributes for both functional and dysfunctional te ams in
Table 4.2. Working effectively in and as a team is an important skill that can be taught and
bred. The best quality and cost-effective care and outcomes are attained only if diverse
healthcare professionals work together, learn together, and engage in clinical audits of
outcomes and innovations to ensure progress in practice and service (Reiss -Brennan, Briot,
Savitz, Cannon, & Staheli, 2010). Ezziane and colleagues (2012) argued that effective
communication, comprehensive decision making, safety awar eness, the ability to resolve
conflict, and strong leadership are key contributors to the development o.
Job enrichment creating meaningful career developmentopport.docxchristiandean12115
Job enrichment: creating meaningful career development
opportunities for nurses
CHRISTINE DUFFIELD R N , D i p N E d , B S c N , M H P , P h D
1
, RICHARD BALDWIN R N , A s s D i p N u r s A d m i n , B H l t h A d m i n ,
M B A
2, MICHAEL ROCHE D i p A p p l S c N u r s , B S c N u r s , M H S c , P h D 3 and SARAH WISE L L B , M S c 4
1Professor, Associate Dean (Research), Director, 2Honorary Associate, 3Senior Lecturer and 4Research Assistant,
Centre for Health Services Management, Faculty of Health, University of Technology, Sydney, NSW, Australia
Correspondence
Christine Duffield
Centre for Health Services
Management
Faculty of Health
University of Technology, Sydney
Level 7, 235–253 Jones Street
(PO Box 123)
Broadway
NSW 2007
Australia
E-mail:
[email protected]
DUFFIELD C., BALDWIN R., ROCHE M. & WISE S. (2014) Journal of Nursing Management
22, 697–706.
Job enrichment: creating meaningful career development opportunities for
nurses
Aim This paper presents an evaluation of a career development policy in South
Australia which increased the number of senior staff nurse positions and provided
senior registered nurses with time away from clinical duties to undertake agreed
projects. We use Kanter’s model of structural power and commitment theory to
understand the dimensions of this policy.
Background Development strategies for experienced staff who wish to remain at
the bedside are needed, especially in smaller health services with limited
opportunities for horizontal or vertical mobility.
Methods Face-to-face semistructured interviews were conducted with 54 senior
staff nurses who participated in the career structure arrangements.
Results The policy enhanced the structure of opportunity in three ways: by
increasing the number of senior staff nurse positions, the ladder steps were
improved; undertaking strategic projects developed new skills; and the job
enrichment approach facilitated time out from the immediate pressures of ward
work and challenged nurses in a different way.
Conclusions Through job enrichment, South Australia has found a novel way of
providing meaningful career development opportunities for experienced nurses.
Implications for nursing management Methods of job enrichment need to be
considered as part of career development policy, especially where movement
between clinical facilities is limited and staff wish to remain at the bedside.
Keywords: career development, empowerment, job enrichment, job satisfaction,
nurse management, retention
Accepted for publication: 30 November 2012
Introduction
Providing staff development opportunities within
appropriate career structures is an important tool in
enhancing nurses’ job satisfaction, organisational com-
mitment and, ultimately, retention. The concept of job
satisfaction has consistently been found to be a major,
if not the most prominent, predictor of nurses’ inten-
tions to stay in their current role and within the nursing
profession (Duff.
In Week 4, you identified some immediate areas of concern that you w.docxwiddowsonerica
In Week 4, you identified some immediate areas of concern that you were able to effectively address. You must present the final phase of your improvement plan to your staff and upper-level management. You will create a presentation of 15-20 slides addressing the following areas:
In preparation for the accreditation visit for AKT, choose 1 health care accrediting and credentialing organization.
Select a quality improvement focus (QIF) area to improve patient outcomes in beyond the 3 issues that you identified and addressed in Week 4.
Discuss the selected accreditation agency related to the QIF and why the organization is seeking this particular agency for credentialing.
As part of the quality improvement initiative, select 3-4 related accrediting standards that the organization will use as the basis for the quality improvement plan.
Provide a clear mission statement and set of 3-4 specific, measurable, attainable, realistic, and timely (SMART) goals for the QIF initiative.
Using the online database provided the by the organization you selected conduct an analysis.
Provide general statistical data related to the QIF.
Discuss specific health care examples of local, state, and national policies that have been developed to improve this QIF based on evidence-based practice research.
What internal policies do you plan to implement based on evidence-based practice approaches to ensure your organization meets these standards?
Develop a plan that includes strategies for your facility to improve patient outcomes regarding the QIF.
Describe how the QIF initiative can be incorporated to the organization’s overall strategic plan.
Describe how you plan to evaluate the effectiveness of the initiative.
Each slide will have 4-6 bullets and 100-150 words of speaker’s notes and pictures.
HERE IS WEEK 4'S ASSIGNMENT THAT WAS REFERENCED ABOUT
TO:
The Staff and the Management
FROM:
Joycelyn Henry
DATE:
Thursday, August 06, 2015
SUBJECT:
Evidence-Based Practice and Policies
Introduction
Having reviewed the evidence-based practice from health statistics data, it has emerged that we have deviated from standard practice. There have been long waits in the emergency rooms, capacity management strategies are not effectively implemented by the AKT and we have high number of re-admissions than never before.
As we are aware of the Future of Nursing report (IOM, 2011a), our focus should be on the convergence of our knowledge to provide quality services and realize the necessity of new competencies. If we ignore these, we are likely to support the attitude of resistance to change as shown in research by y still faced significant barriers in employing it in practice (Melnyk, Fineout-Overholt, Gallagher-Ford, & Kaplan, 2012). As highlighted by Pfeffer and Suton (2006), our financial performance and control of expenditure depend on implementation of this practice. Furthermore, we stand to lose patients through obsolete practices and endanger the lives of many.
Wh.
Running head CAPSTONE PROJECT 1CAPSTONE PROJECT 3.docxsusanschei
Running head: CAPSTONE PROJECT 1
CAPSTONE PROJECT 3
Capstone Project Topic Selection: Improving Workflow for Nurses Working in Primary
Care Settings
Capstone Project Topic Selection and Approval
Problem or Issue
One of the major problems that affect nurses is improving workflow in a busy environment. When nurses are few and, healthcare professionals often face work overload. This has the potential to affect the quality of care given to patients in busy environments. When workload is high, efficiency reduces, thus making nurses vulnerable to errors (Cain & Haque, 2009). The healthcare sector has often faced a lot of demands to develop or reestablish its workflow. In many situations, the desire for evaluating workflow is the need to respond to new ways in which tasks are completed. There are various workflow issues that continue to face nurses in their working environments. They include challenges related to providing services to critically ill patients, and emergence of multidisciplinary teams in care. In such environments, all healthcare professionals struggle with the need to implement change that makes the care team more patient-centered.
Setting/ Context
The context under which this problem is common is primary care setting. Primary care settings are those that provide medical and psychological diagnosis and treatment. Primary healthcare settings are also involved in the provision of personal support for patients of all backgrounds, and in all stages of illness (Goroll & Mulley, 2012). In primary healthcare settings, nurses and other professionals are involved in the communication of information about prevention, diagnosis, treatment, and prognosis, as well as the prevention and care of chronic disease and disabilities through risk evaluation, health education, and early disease detection.
High-Level Detail of the Problem
Nurses operating in primary healthcare settings are often overburdened with many tasks that interfere with the workflow. This is particularly true when they are working in multidisciplinary teams that require coordination and cohesion. In such cases, it might be difficult to clearly determine each professional’s roles and responsibilities (Hickey & Kritek, 2011). At the same time, when the number of nurses is few, the available one’s face stress and physical strain that might interfere with the quality of care given to patients and increase likelihood of errors. In an environment where technological interventions do not sufficiently meet the objectives of healthcare groups, it might also cause workflow issues. Such alternative flows arouse worries since the non-formal mechanisms depend upon the health professionals’ memory and may overlook the safety systems that might be offered.
Impact of the Problem
Workflow issues often generate vinous negative impacts on both the nurses and the patients. For instance, poor coordination among healthcare professionals can result in errors that pose many harms to the pa ...
The health care workforceintroductionThe healt.docxcherry686017
The health care workforce
introduction
The health care workforce refers to the employees in a health facility
They provide their skilled labor to offer services in the facility
Their motivation affects their performance which determines the quality of work done (Britt, 2008).
Workforce is a term used to refer to employees or workers in an organization. They are responsible in making sure that various services are delivered in an organization. Their performance is affected by the level of motivation they get. There are various ways through which workforce can be motivated to maximize performance.
2
Thesis statement
While it is important to equip health care facilities with necessary tools and machinery; the workforce must also be effectively motivated in order to improve and maintain service delivery.
It is very necessary that health care facilities are equipped. But this would be meaningless if the employees are not empowered. Employees should always be the first priority in an organization.
3
Executive summary
This paper talks about the importance of workforce in a health care facility
Workforce is the most valuable asset
Employees must be motivated for them to deliver proper services
It is recommended for workforce to undergo periodical training to improve skills
The paper focuses on different areas in the healthcare sector where workforce is very important. An organization’s management should always look at employees as the most important assets in an organization. This is achieved through motivating them on a variety of grounds such as performance. Periodical training is necessary to ensure improvement of knowledge and skills.
4
Statement of the problem
There is poor employee motivation
Most health care facilities concentrate on monetary compensation
The workforce is not offered the moral support needed
Employees are overworked and this yields poor results (Michael, 2004).
Generally, workforce in the health care industry has not received the deserved motivation. This led to the drop of the quality of service delivery as only monetary compensation was considered important. The workforce lacked moral support such as guiding and counseling which actually improves performance. There is an overall shortage in the workforce which later causes drop in the quality of work done.
5
History of the problem
Health care employees have undergone challenges for decades
In the early 1900s, health care staff was primarily compensated in terms of money
Towards the 1950s schools of thought promoted other forms of motivation
Today, compensation is more than monetary
Over the years, workers in the health care industry have been through numerous challenges that have denied them the opportunity to deliver their best. It was until the mid 1900s that non-monetary employee motivation came into light. In the recent years, health care workforce has seen improvements in terms of moral support and other forms of non-financia ...
Running Head VAH PLAN REDUCTION OF VETERANS WAIT TIME .docxtoltonkendal
Running Head: VAH PLAN: REDUCTION OF VETERANS WAIT TIME 1
VAH PLAN: REDUCTION OF VETERANS WAIT TIME 3
Stakeholders
Stakeholder Analysis and Communication Plan
It will be important to partner with the organizations stakeholders for the development of a comprehensive patient care with no delays in treatment. The organization has a variety of stakeholders and partners e.g. Association of American Medical Colleges, Centers for Medicare and Medicaid Services Office of Minority Health and Human Rights Campaign just to name a few ( U.S Department of Veterans Affairs, 2017).The government, employees, lenders and interest groups among others are also key stakeholders who will impact positively on the project. Stakeholders such as interest groups, government agencies, lenders, and employees have the power to influence the quality care and experience for veterans. A thorough evaluation of the project will be required to enhance in the identification of the motivation and expectations of the key stakeholders before communication is done. The current situation at VAH is alarming due to increased death rates and therefore the project basis hopes to get positive feedback and support from the key and concerned stakeholders (Thompson, 2016). Upon understanding the main aims of the project and identifying the key aspects to be communicated to stakeholders, passing of the information will be done mainly in writing where the key issues will be addressed, desired approach to problem-solving and the expected outcomes.
References
U.S Department of Veterans Affairs. (2017). Partners and Stakeholders. Retrieved 02 28, 2018, from Office of Health Equity: https://www.va.gov/HEALTHEQUITY/Partners_Stakeholders.asp
Thompson, R. (2016). Stakeholder Analysis. Retrieved 02 28, 2018, from MindTools.com: https://www.mindtools.com/pages/article/newPPM_07.htm#Interactive
please look at the Mind Tool I posted in the Main Forum. That was what you were supposed to use for this assignment per the Business Plan paper. Be sure to complete it for your final business plan.
Part 3: Stakeholder Analysis and Communication Plan
Complete a stakeholder analysis to identify and prioritize the various stakeholders. Refer to the "Stakeholder Analysis - Winning Support for Your Projects," resource (located on the Mind Tools website) and complete all steps.
(https://www.mindtools.com/pages/article/newPPM_07.htm#Interactive
Include a communication plan for disseminating your action plan for all of the stakeholders. Which strategies do you plan to utilize and why? Your plan should demonstrate how you plan to use various types of communication channels to implement the plan.
In addition, explain how the communication plan addresses what you are hoping to achieve with your strategic goal.
While APA format is not required for the body of this assignment, solid academic writing is expe ...
Chapter 2Factors influencing the application and diffusion of .docxcravennichole326
Chapter 2
Factors influencing the application and diffusion of CQI in health care
Contents
Introduction
The dynamic character of CQI
A CQI case study
The current state of CQI in healthcare
CQI and the science of innovation
The business case for CQI
Factors affecting successful CQI application
Introduction
CQI is utilized across health care sectors (including primary and preventative care) as well as across geographic and economic boundaries
The need for CQI is increasing
One reason: the safety and quality of care has shown little improvement over the last decade despite best efforts of clinicians, managers, researchers, and involvement of public
This lecture will review a number of factors and processes have been shown to facilitate or impede the implementation of CQI in health care
The Dynamic Character of CQI
CQI methodology is constantly being refined and tested: it is an evolutionary quality improvement mechanism
This is because in response to new challenges, CQI applications develop via continuous, ongoing learning and sharing among disciplines about ways to use CQI philosophies, processes and tools in a variety of settings
The Surgical Safety Checklist:
a CQI Success Story
Checklist CQI methodology orginated in aviation
2001 utilised by Pronovost (2006) in Intensive Care Units as a way of reducing central line infections
Surgical Safety Checklist (SSC) developed by Gawande (2009) is disseminated by WHO across the world
The Surgical Safety Checklist:
a CQI Success Story
Development of SSC depended upon:
Effective leadership
Interdisciplinary teamwork
Use of a PDSA improvement cycle to test, learn and improve
Engagement of a broad range of expertise to improve safety on a global scale
The Surgical Safety Checklist:
a CQI success story
Results vary but after the introduction of the SSC:
Haynes et al. (2009) demonstrated a reduction in complication rates from 11.0% at baseline to 7.0% plus, and a reduction in death rates from 1.5% to 0.8% in eight hospitals in eight cities
The SURPASS group study of six hospitals in the Netherlands, showed a statistically significant decrease in the proportion of patients with one or more complications, from 15.4% to 10.6% (de Vries et al. 2010).
So if Checklists are Successful …
Why aren’t more healthcare providers using CQI tools and processes?
Why is the gap between knowledge and practice so large?
Why don’t clinical systems incorporate the findings of clinical science or copy the “best known” practices reliably, quickly, and even gratefully into their daily work simply as a matter of course?
Limitations of Checklists
May be too simple a tool and what is required is more complex system solutions to quality and safety issues (Bosk et al. 2009).
Problems with checklists are indicative of broader CQI and quality improvement issues in healthcare including:
Process vs. outcome;
Cost vs. benefit vs. value;
Minimum standards required to define evidence for change;
How to balanc ...
Similar to 7305MED_AndreaTrubody_s5048151_assessment3_final (20)
Chapter 2Factors influencing the application and diffusion of .docx
7305MED_AndreaTrubody_s5048151_assessment3_final
1. 7305MED Assignment 3 Andrea Trubody s5048151
1
Student: Andrea Trubody s5048151
Essay/Report Title:
Reforms required in aged healthcare workforce roles to improve productivity and
support more effective and efficient service delivery.
Word count: 2509
(excluding title page, index, reference list/bibliography and appendices)
2. 7305MED Assignment 3 Andrea Trubody s5048151
2
Table of Contents
Executive Summary 3
1. Introduction. 4
2 Rationale 4
3.Goals and Objectives 5
4 Evidence BasedStrategies 6
4.1 Background 6
4.2 Productivity Commission Recommendations (2011) 7
4.3 Job Satisfaction 8
4.3.1 Increase staffing levels 8
4.3.2. Create a clear career progression path 9
4.3.3 Strategic conversation 9
4.3.4 ‘Bringing nurses back into the workforce’ 9
4.3.5 Consider what is important to staff 10
4.4 Increase in Productivity 10
4.4.1 Assistive Technology (AT)/Electronic Documentation (ED) 10
5. Change Issues 11
5.1 Types of change 11
5.2 Kotter’s 8 stages of change 12
5.3 Organisational Justice (OJ) 12
6. Recommendations 13
6.1 Government 13
6.2 Organisation 13
7 Conclusion 13
3. 7305MED Assignment 3 Andrea Trubody s5048151
3
Executive Summary
The purpose of the report is to examine what types of reforms are required in aged
healthcare workforce roles to improve productivity and support more effective and
efficient service delivery. Effective service delivery from the age care perspective can
be defined as the degree to which the health of patients is improved by health
services. An efficient service delivery is one that delivers the best outcomes with the
resources available. Research was conducted into the current state of the issue
examining areas of
Job Satisfaction
Staff perception of causes of problems
Recruitment of staff
Working conditions
as well as formulating possible solutions. Recommendations have been made as part
of the concluding section.
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1 Introduction
Both governments and those in aged care facilities and their families have questioned
the standard of care provided. Policies need to consider firstly what actions /skills are
required (in demand) to improve service delivery and productivity in aged care and
then formulate strategies to obtain them (Duckett & Willcox, 2015). This is a
departure from static workforce planning which approaches the problem by simply
increasing the supply of staff of the profession which provides the service in demand
(Crettenden, McCarty, Fenech, Heywood, Taitz &Tudman , 2014).Staffing levels,
patient safety and dignity, and inattention to patient care plans have been examined by
families and found to be wanting (Bernoth, Dietsch & Davies, 2013). In 2012 a report
by the Aged Care Standards and Accreditation Agency (ACSAA) which was the
watchdog for residential aged care (RAC) standards, found that standards were not
being met (Aged Care Standards and Accreditation Agency, 2012)
2. Rationale (why is it a workforce issue?)
In order to maximize performance both production and allocative efficiency is
required (Begley,Lairson & Morgan, 2013, pp.1-5). Health care models and roles of
yesterday may be unsuitable to meet the needs of the future Australian community
(Crittenden et al, 2014). Duckett & Willcox (2015) feel that innovation must occur at
every level of workforce planning to increase productivity which they see as the key
to the development of a workforce able to meet future demands. Areas of concern
include work hours, work relations, work schedules. The solution to these issues
ultimately lies with those who construct rosters, assemble teams and assign roles and
responsibilities.
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3. Goals and Objectives.
Improve pay parity
Reduce workloads
Improve workplace conditions.
Increase retention rates
Service appropriate skill mixes
Creation of succession plan/defined career path.
Improved communication especially concerning role changes.
Development of strong professional leadership.
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4.Evidence BasedStrategies
4.1. Background
Figure 1. Projected proportion of the 65+ population to 2054.
Source: Australian Institute of Health and Welfare (AIHW), 2016.
Aged Care is a ‘growth industry’ due to the trend in increasing life expectancy. Figure
1 shows the growing proportion of the 65+ y.o. population till 2054. Both the
numbers and population percent of this age group are expected to continue to steadily
grow (Australian Institute of Health and Welfare (AIHW), 2016). The largest increase
has been seen in those living to 100 years of age. It has been forecast that this age
group will increase at a rate in excess of 20 times that of the general population by
2050. Data shows a similar increase in life expectancy for indigenous persons who
have additional cultural requirements such as staying within their communities
(especially in rural/remote areas) (Moyle, Parker & Bramble, 2014). From 2011 the
baby boomers have begun to turn 65. Within this cohort are those who have large
amounts of disposable income, are well educated, have held influential positions both
in government and industry (AIHW, 2016) and expect quality service delivery.
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Within Queensland the increase in demand can also be attributed to the influx of
retirees from other states (Eley,Hegney,Buikstra, Fallon,Plank & Parker, 2007).These
statistics alone suggest the need for aged care staff to modify practices and create
guidelines to meet these increased demands.
4.2 Productivity Commission Recommendations (2011)
In 2011 the Productivity Commission (PC) (Productivity Commission, 2011)
recommended attention be paid to numerous issues (including the following) to boost
productivity
Competitive wages
Improving access to education and training for workers (especially in
rural/remote areas.
Developing well defined career paths.
Appropriate Funding.
Henderson, Willis, Xiao, Toffoli & Verrall (2016) have examined the impact of these
recommendations. This has focused on facilities in the rural/remote areas through
discussion with nursing staff. The magnitude of the impact was dependent upon the
classification as either a residential aged care facility (RACF) which was largely
funded by not-for –profit organisations or part of a multi-purpose service (MPS)
which is government funded. Participants from the RACF speak of funding cuts
impacting on the quality of care (e.g. using the correct dressings or having access to
adequate equipment). Sources of funding cuts were identified to be (Henderson et al.,
2016).
means testing of accommodation leading to inability to fill beds. This resulted
in a reduction in aged care funding.
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Confusion regarding which Government funds what in facilities when
transitioning from RACP to MPS.
4.3 Job Satisfaction
4.3.1 Increase Staffing Levels
Prior to the 1997 reform aged care policy was designed based upon the focus that
aged care was simply a form of accommodation for seniors. Since that time the focus
has changed to meeting the needs of the residents especially those needing intensive
24 hour care (De Bellis, 2010). [I acknowledge that this reference is 6 years old,
however it isn’t data. It is simply an observation not made in any other literature.]
However some facilities still compose workforce teams without consideration of the
special skills and staffing levels required. This needs to change. Staffing levels are
also associated with funding cuts. This has been noted over time with staffing
shortfalls being experienced as funding is reduced. This impacts job satisfaction as
staff is forced to work long hours to make up the shortfall. Access to allied health
services such as opticians and dentists is also lessened. One facility manager
suggested one solution was charge accommodation fees to increase available funds
and employee additional staff (Henderson et al., 2016). One avenue of raising funds is
to create a day care service that allows access to healthcare services tailored to the
65+ population. This service would be open to not only the residents of the facility
but also to the community. A fee structure could be calculated which could be added
as (1) an ‘extra’ for residents or (2) a payment from an individual still living at home
(UnitingCare NSW/ACT Aging & Disability Service, 2001). [Even though this is a
suggestion from a document published in 2001 I feel that the strategy has merit and
does not feature in other documents.]
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4.3.2 Create a clear career progression path.
For a facility to both grow and deliver an efficient service delivery it requires many
managers (who possess desired skills). This can be assured by the development of a
succession plan. The plan affords an opportunity to develop talent as well as retain
experienced employees (Collins & Collins, 2007). Lack of a clear career path is a
concern especially for nurses. In one survey 85% of nurses stated their organization
didn’t have a career pathway (Parker, Keleher & Forrest, 2011). Cost of education
and lack of management support were also issues of concern. (Eley,Francis &
Hegney, 2013). Clear career advancement will also attract employees as well as grow
the reputation of the employer.
4.3.3 Strategic Conversations
This is a continuing discussion that allows the workforce to collaborate with
management concerning methods to improve productivity and support more effective
and efficient service delivery. Besides harvesting knowledge of shortcomings gleaned
‘at the coalface’ this may also be an opportunity for making workers feel as though
their opinions matter leading to increased job satisfaction (Deloitte, 2015).
4.3.4 ‘Bringing Nurses Back into the Workforce.’
This initiative was aimed at increasing the size of the available workforce by
providing a financial incentive to eligible workers to return to age care after an
absence of a minimum of 12 months. It was hoped to attract to attract some 6,200 of
the then 30 000 nurses who were no longer in the healthcare workforce for various
reasons including the number of hours spent at work, wage rates and family
commitments (Commonwealth Department of Health And Aging, 2008) [I
acknowledge this is published before 2011 however it outlines the aims of the
programme]. The scheme was aimed at nurses in all types of healthcare facilities
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(including aged care), but in this case a similar scheme aimed specifically at aged care
workforce should be applied.
4.3.5 Consider what is important to current staff.
What is important differs between generations. Retention of older workers involves
an increased supervisor feedback (Radford, Shacklock & Bradley, 2015). These
workers also value flexibility in hours and work locations (not always confined to an
office), promotion and rank. Flexibility is also prized by gen 2020. Distrust of
authority is a shared attribute between older workers (baby boomer) and millenials.
Gen Yers differ from older workers as they dislike supervision and challenge the
authority of supervisors (especially if they are older) (Shacklock & Brunetto,
2011).For a definition of generation categorization see Appendix 1.
4.4 Increase in Productivity
Productivity levels can be affected by a number of factors such as the number of
hours worked, remuneration for those hours and type of work such as paperwork. The
gap between wages in the public and private sectors should be closed. There also
needs to be a mandated skill set for each team as well as a maximum staff/patient
ratio determined to meet the care requirements of all aged care residents (Australian
Nursing and Midwifery Foundation (ANMF), 2016).
4.4.1 Assistive Technologies (AT)/ Electronic Documentation (ED)
Studies have shown that AT has been used to improve the quality of life (QOL)
among older age groups (Khosravi & Ghapanchi, 2016). This improvement in QOL
can been interpreted as a sign of improved efficiency of service delivery. The Nursing
Care Plan (NCP) records the nursing process for each patient and is essential for safe
and efficient healthcare delivery. It is constantly updated as it provides information
which allows for continuity of care (Wang, Yu & Hailey, 2015). Electronic
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technologies have been touted to increase ability to deliver more efficient and
effective care. This is achieved though e.g. the replacement of illegible handwritten
documents with electronic care plans, simplified data collection and fast access to
required information. This also allows for the easy sharing of patient information
between practitioners and facilities if patient transfer is required (Jiang &Yu, 2014).
Although there have been some uncertainties concerning security of patients’ data,
Duckett & Willcox (2015) feel that its use has the potential to improve service
delivery as well as workflow.
5. Change Issues
5.1 Types of Change.
There are four types of change (Duckett & Willcox, 2015)
Moving tasks up or down the ladder (e.g. a senior medical officer
performing a task previously done by nursing staff)
Expanding the breadth of a job (taking on additional tasks e.g. a nurse
practitioner in a remote area.
Increasing the depth of a job
Creating new roles through modification or combination of several
roles.
Change is an inevitable part of any business (especially in the light of technological
advances and marketplace competition (Appelbaum, Habashy, Malo & Shafiq, 2012).
When planning any changes in roles implementation must be carefully made to avoid
confusion of roles and subsequent negative impacts on quality of care (Bohmer &
Imison, 2013). Organisations need to make changes to provide a more productive,
efficient and effective service. This can be enhanced by providing training to middle
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managers (Meissner & Radford, 2015). Consideration also needs to be given to the
reluctance of some professions to change (Duckett & Willcox, 2015).
5.2 Kotter’s 8 stages of change
For an explanation of each of the stages see appendix 2. Depending upon the facility
the Australian age care system appears to be at stages 2-3. Staff (especially nurses)
have expressed the opinion that things need to change, they feel they aren’t listened to
and have articulated a desire to become more involved in the administrative process.
5.3 Organisational Justice
During a period of transitional change attention must be paid to organisational justice
(OJ). It has been found that during this time if staff perceive fair treatment they will
express high levels of job satisfaction. If low job satisfaction is evident then providing
financial rewards will not provide a solution as if a worker already feels negative
about their job (no matter if highly paid) they will remain unsatisfied . Conversely
offering a low reward is also demotivating (Brandis,Fisher,McPhail, Rice, Eljiz,
Fitzgerald, Gapp & Marshall, 2016). Ultimately even if a worker feels dissatisfied
with their current situation if they feel that it has arisen due to fair OJ they will be
satisfied. In order to minimize staff turnover, loss of productivity and increased stress
during the transition it is important to focus on these workplace perceptions (Souba,
2015). When any type of change (organisational or individual) is planned the
perception of the workers roles and workplace must be considered (Brandis et al,
2016).
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6. Recommendations
Recommendations have been made on two levels
Government (State or Federal)
Organisation
6.1 Government
Expansion of the Bringing Nurses Back into the Workforce’ initiative from
simply government facilities to included staff at private ones.
Introduce an initiative that allows for an influx of overseas staff with a
required skill set.
6.2 Organisation.
Increase Wages for staff
Introduce a programme which offers a bonus for a set amount of service years.
Establish a clear career path within the organization.
Introduce a training incentive. This is allow for workforce workers to acquire
skills which are in high demand (and short supply)
Increase the number of available work hours by the provision of technology.
Provide flexible working arrangements.
Creation of focus groups to allow workforce staff to voice their opinions
(Chenoweth, Merlyn, Jeon, Tait, & Duffield, 2014).
7. Conclusion.
Research into the changing patterns of heath and risks associated with geriatric illness
and comorbidities is vital in order to understand and meet future aged care
requirements. Job satisfaction plays a large part in the recruitment and retention of
healthcare workers as does salary. Managers should ensure that due attention is paid
to issues such as OJ, role change strategies and lack of the required skill sets. Staff
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should be involved in all levels of policies, procedures and care. Communication
needs to improve between all levels of staff and stakeholders. Finally there is a
widening gap between generations concerning rates of remuneration. If changes are
not made to attract and retain staff future generations may not find aged care work as
attractive career option.
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APPENDICIES
1. Definition of generational terms
(a) Baby Boomer
Those born between the years of 1946-1964.
(b) Gen X
Those born 1965- 1980
(c) Milennials
Those born 1981- 2000
(d) Gen 2020
Those born 2000+ (the generation set to enter the workforce)
2. Kotter’s 8 stages of change
1 Establish a sense of urgency – the change must be made as soon as possible for the
good of the organization.
2. Assemble a group of influential persons who can lead the change.
3. Develop a vision and a strategy. Tell people why the change needs to be made and
‘paint a picture’ of what the change will do.
4. Tell everyone about what is happening and how he or she will benefit from the
change.
5. Involve people, get them thinking about how they can help to achieve it - avoiding
negative thoughts about the change.
6. Generate short term wins
7. Build on the initial successes (build momentum)
8. make sure the changes are embedded in the corporate culture. Don’t revert to old
behaviours.
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