Public Perception of Healthcare and Reputation Solutions Case Study

Introduction

The public perception of the healthcare system is an important aspect that should properly build people’s trust. This can be done through reasonably effective communication, which can influence building relationships with clients and sponsors. Niagara Health System (NHS) faces several challenges as it improves its reputation. To eliminate specific emerging issues in this process, it is necessary to develop a solution aimed at maintaining a high level of reputation for Ontario Hospital Association (OHA) hospitals.

Problems and Issues

One of the significant challenges facing the NHS is reputational metrics. They amounted to -18.5%, a critical indicator that was improved by 100% at the end of the case study (Smith & Scarffe, 2015). However, other Ontario hospitals may face similar situations and need ongoing leadership with a clearly outlined plan. Another problem faced by the organization is the lack of standardized tools. The NHS’s success in improving its reputation is due to its reputation scorecard, which could provide a comprehensive understanding of how the public perceives the institution. However, this tool is unsuitable for citizens who want to view the data as it was developed for clinic staff.

Another challenge is the demand for a cultural shift, which has become a significant factor in the reputation of the NHS. Transparent and open communication among medical staff contributed to better results. Another critical problem is segmenting the interests of stakeholders. Internal and external people involved in the clinic’s activities may have different goals that target certain groups of people (Bellini et al., 2020). Thus, a conflict of interest may arise that needs to be resolved.

Possible Solutions

In connection with the identified problems, some solutions can be proposed. One of these is a reputation checklist, which should be based on the system developed for the NHS. This list should include media indicators, data from various surveys, and qualitative feedback that will allow hospitals to assess public perception regularly. A vital solution can also be training and guides that will help one use checklists more effectively (Liu et al., 2022). Data interpretation must be done skillfully so that hospitals can develop unique strategies to improve public image. This can help organizations address the special reputational conditions specific to their position.

A critical solution could be a cultural shift initiative involving giving the public more power to regulate institutions. This should usher in establishing transparent and accountable leadership that can more freely act to improve the value of health systems, similar to the approach of Dr. Kevin Smith. By emphasizing the benefits of the changes being implemented, it will be possible to achieve increased trust through greater involvement in the organizational activities of hospitals (Bellini et al., 2020).

A potential solution to existing problems is to segment messaging to tailor it to different stakeholder groups. Internal stakeholders, such as staff and management, will need to understand their role in shaping the image of the healthcare facility. External stakeholders such as patients and communities should be able to participate in open communication and initiatives that will bring better results to clinics.

Each stakeholder group has unique messaging requirements and challenges. Thus, the proposed solutions aim to ensure that external and internal stakeholders receive equal benefits. For example, a message to employees should explain in detail the purpose of the proposed changes and why employees should contribute to improving reputation (Liu et al., 2022). On the other hand, patients and investors should receive a full range of ideas about how clinics strengthen their reputation, including providing quality care.

Recommended Solution

An excellent solution to the issues identified would be to develop a reputation checklist based on the indication system submitted to the NHS. In this way, it will be possible to fully develop and improve those public impact strategies that are currently not effective enough. With their help, it will be possible to effectively influence the activities of clinics as it will accumulate information that appears in the media, public resources, and surveys on the quality of feedback (Liu et al., 2022). Routine use of this tool in Ontario hospitals may provide sufficient visibility into categories of care and how they are reflected in public perception.

Expected Outcomes

Improving public perception of Ontario hospitals through reputational checklists allows institutions to track their performance and how people respond. This can be helpful to ensure that innovative and practical tools are implemented in all areas of health care delivery. The selected solution can influence how people evaluate the work of clinics since information about specifically implemented corrections in the healthcare system will be displayed in the media (Bellini et al., 2020). This can be reflected in the levels of trust and involvement of people in the health system for more transparent management and monitoring of progress made by institutions. Communities and patients will receive sufficient timely and accurate information to understand the importance of the health care organization.

Conclusion

Improving public confidence and the reputation of institutions in the Ontario medical community must occur in a way that is reflected in how people respond to change. This method could help clinics more clearly modernize the care delivery system they currently have. Consideration of reputational checklists created to perceive information from various sources, such as the media or communities that receive medical care. In this way, external and internal stakeholders will understand the importance of an organization’s reputation and how they can help improve it.

References

Bellini, E., Iraqi, Y., & Damiani, E. (2020). Blockchain-based distributed trust and reputation management systems: A survey. IEEE Access, 8, 21127-21151. Web.

Liu, Y., Li, X., Ding, R., He, T., & Wang, X. J. (2022). Coping ability and promotion countermeasures of medical and health institutions reputation crisis: A case study in Hubei province. Frontiers in Public Health, 9. Web.

Smith, A. & Scarffe, A. (2015). Niagara health system: An innovative communications strategy (B). Richard Ivey School of Business Foundation.