The vision to improve the quality of healthcare delivery at Palmetto Hospital in Miami Dade implies a fundamental change in the structure of the institution. This is necessary in order to achieve quality service and establish a trusting relationship with customers (Sieja et al., 2019). Taking into account the company’s current negative reputation, it makes sense to work on changes in order to attract new clients to the clinic. The restoration of the positive status of the hospital can be achieved primarily by reducing the infection rate. This can be done through reforms in the field of personnel management, which is at a low level in the clinic.
The reform will require the creation of a group consisting of a sponsor, a process manager, and a team leader. Each of them has their own responsibilities that will help group efforts and direct them towards achieving the goals of the reformation (Hospodková et al., 2021). The process manager should oversee the entire process of change, the leader should lead its implementation, and the sponsor should allocate the budget. The workflow optimization strategy is best suited for this situation, as the clinic requires a significant narrowing of the profile and a decrease in the number of workers per patient (Chowdhury et al., 2021). The current situation creates many difficulties in providing care, as one client is under the supervision of many doctors and nurses, which brings confusion to the system of structuring documents and medical records. Reducing the number of staff will make it possible to allocate one doctor and two nurses for each patient, which will significantly facilitate the tasks and eliminate disputes and treatment methods.
This proposal should be implemented in order to achieve better sanitary conditions. Fewer people will mean more order in the workplace and an organized cleaning structure (Bassyouni et al., 2019). In turn, such conditions will create unfavorable conditions for the spread of infectious diseases, which will achieve the goal of reducing infection by 87%. Such steps can effectively provide quality working conditions for all medical staff at the expense of freed-up space. Such changes in the organizational structure of the clinic can allow doctors and nurses to concentrate on their work better. Worries about infections and overcrowded doctor rooms will disappear, and morale will be greatly eased for all staff.
References
Bassyouni, R., Gaber, S. N., Elsary, A. Y., & Arafa, M. S. (2019). Could training programs eliminate hospital environmental surfaces contamination with multidrug resistant bacteria. Egyptian Journal of Medical Microbiology, 28(3), 163-170. Web.
Chowdhury, S. Z., Baskar, P. S., & Bhaskar, S. (2021). Effect of prehospital workflow optimization on treatment delays and clinical outcomes in acute ischemic stroke: a systematic review and meta‐analysis. Academic Emergency Medicine, 28(7), 781-801. Web.
Hospodková, P., Berežná, J., Barták, M., Rogalewicz, V., Severová, L., & Svoboda, R. (2021). Change management and digital innovations in hospitals of five European countries. Healthcare, 9(11), p. 1508. Web.
Santana Baskar, P., Cordato, D., Wardman, D., & Bhaskar, S. (2021). In‐hospital acute stroke workflow in acute stroke–Systems‐based approaches. Acta Neurologica Scandinavica, 143(2), 111-120. Web.
Sieja, A., Markley, K., Pell, J., Gonzalez, C., Redig, B., Kneeland, P., & Lin, C. T. (2019). Optimization sprints: Improving clinician satisfaction and teamwork by rapidly reducing electronic health record burden. Mayo Clinic Proceedings, 94(5), pp. 793-802. Web.