Hennepin County Medical Center Hospital Consumer Assessment of Healthcare Providers and Systems (HCAPS) Scores
Table 1. Hennepin County Medical Center HCAPS Scores.
Comparison to State and National Averages
Table 2. Minnesota and National Average HCAHPS Scores.
Scores aimed at evaluating the delivery of timely and effective care show how often the Hennepin County Medical Center offers care that leads to good outcomes for patients with specific conditions. 45% of 202 patients received the recommended care for severe sepsis and septic shock compared to 60% nationally and 57% in Minnesota (Medicare, 2021). The medical center’s score is low, indicating the need to improve sepsis patient care at the institution. There was no data availed for cataract surgery outcomes or colonoscopy follow-up care. Similarly, the institution did not avail data on heart attack care and certain aspects of management in the emergency department. Patients visiting the institution’s emergency care department spent an average of 186 minutes which is higher than the national and state averages, which were recorded as 142 and 113 minutes, respectively (Medicare, 2021). It is critical to investigate why individuals spend more time in the aforementioned department. Any logistical or staff-related challenges must be addressed to limit the time spent waiting for treatment.
The center provided critical data on the use of medical imaging modalities during patient management. Approximately 52.2% of patients with lower back pain had an MRI prior to trying other treatments such as physical therapy, which is much higher than the national and state averages reported as 39% and 44.1%, respectively (Medicare, 2021). On the other hand, 2.1% of CT scans carried out to investigate abdominal conditions were combined compared to 6.4% nationally and 3.3% in the state (Medicare, 2021). This is significantly lower and should be encouraged to facilitate the effective use of resources.
It is worth noting that individuals admitted to healthcare facilities occasionally get other complications that may lead to the loss of life. However, these outcomes can be prevented if institutions adhere to stipulated guidelines. The Hennepin County Medical Center reported a 2.6% complication rate for hip and knee replacement cases which was higher than the state and national averages, which were similar at 2.4% (Medicare, 2021). The average death rate in patients with serious treatable conditions was 177.81, which was higher than the national average reported as 164.15 (Medicare, 2021). Healthcare-linked infections are illnesses contracted while admitted to an institution for the management of a different condition. The health center reported a 0.496 central line-linked bloodstream infection rate which was lower than the national benchmark of 1.0 (Medicare, 2021). Infection rates for methicillin-resistant staphylococcus Aureas, clostridium deficile and catheter-linked urinary tract infections in ICUs were all lower than the national and state averages.
Returning to health institutions for unplanned visits disrupts their lives, increases the likelihood of complications in addition to raising costs. Offering high-quality care limits the number of times patients return to the hospital and reduces the duration of their stay when they return. After discharge, the overall rate of readmission was 15.8%, which was slightly higher than the national average at 15.6% (Medicare, 2021). A review on the basis of cases indicates that the rate of readmission for COPD, heart attacks, and heart failure was slightly lower than the national and state averages. However, the rate for pneumonia cases was higher than the national average, given that 17.7% of patients returned to the hospital compared to 16.6% nationally (Medicare, 2021). Finally, more individuals that underwent hip and knee replacement surgery came back to the institution for unexpected visits than other institutions nationally.
Offering psychiatric patients the recommended treatment in the shortest time possible is of utmost importance. 75% of the 1877 patients that visited the institution were discharged on antipsychotic medication after blood pressure, BMI, cholesterol, and blood sugar were evaluated compared to 77% nationally and 71% in the state (Medicare, 2021). While the performance is better than the state’s average, it is slightly lower than the national average, which shows that there is room for improvement. 40% of 129 patients evaluated at the institution for alcohol abuse either received or refused a brief intervention while admitted compared to 84% nationally and 63% in Minnesota (Medicare, 2021). The facility needs to review its guidelines on the management of patients with alcohol abuse, seeing as most of them do not receive the recommended care.
Medicare spending per beneficiary was reported at 0.97 compared to 0.89 in the state and 0.99 nationally (Medicare, 2021). On average, patients at the medical center spent less on heart attack management. However, they spent more than the national average for pneumonia, hip and knee replacements, and heart failure. The death rates for heart attacks and heart failure were slightly lower than the national average. On the other hand, complication rates for hip and knee replacements and pneumonia were higher than the national average.
The overall patient survey rating was based on a one-year response period. The medical center scored two out of five points after 430 surveys were completed at a response rate of 13% (Medicare, 2021). 70% of the patients reported that the nurses communicated well, and 79% of them noted that doctors communicated effectively, which was lower than the national and state averages for both measures (Medicare, 2021). Effective communication is essential for the delivery of quality care.
The percentage of individuals visiting the institution who reported getting help as soon as they needed it was remarkably low compared to the national and state averages. In addition, the staff is not keen to explain the potential effects of the medications to clients during treatment. 63% of the people interviewed reported that their accommodations were always clean, while 45% noted that their surroundings were always quiet at night (Medicare, 2021). It is vital to note that both the aforementioned scores are significantly lower than the state and national averages. The number of patients that understood their care after discharge was close to the national and state averages reported, and the number of people that would recommend the hospital to others was marginally lower than the national and state percentages.
Analyzing Scores from Fairview Hospital and Abbott Northwestern Hospital
Table 3. Fairview Hospital and Abbott Northwestern Hospital Scores.
Offering timely and effective care is essential in healthcare institutions. It is vital to evaluate how the Hennepin County Medical Center compares to other facilities in the area. In terms of sepsis care, 45% of patients admitted at the institution received appropriate care compared to 62% in Fairview Southdale Hospital and 56% at Abbott Northwestern Hospital (Medicare, 2021). The last two institutions offer better sepsis care for their patients compared to the county medical center. All three institutions did not provide data on cataract surgery, heart attack care, and the number of stroke patients that received a brain scan within 45 minutes. On average, patients spend 186 minutes at the Medical Center’s emergency department, which is similar to the time patients spend at the Abbott Northwestern Hospital. Patients spent fairly less time at the Fairview Southdale Hospital, meaning services were delivered much faster, which is ideal for case management.
The complication rate for a variety of illnesses is fairly similar across the three institutions. For instance, the number of serious complications and deaths among individuals with severe treatable complications after surgery is nearly identical in the three institutions. Differences emerge in the challenges associated with the management of knee and hip surgeries, where the Abbott Northwestern Hospital reported a much lower rate than the other facilities. The similarities continue when central line-linked infections and catheter-associated infections are evaluated. An assessment of death rates reveals that all facilities reported similar mortality rates for COPD and heart failure. Hennepin County Medical Center has the highest number of deaths for heart attack patients, pneumonia, and stroke.
The Medical Center reported the highest overall readmission rate for illnesses managed at the facility. However, the number of COPD patients that returned to the institution was lower than the number seen at the Fairview Southdale Hospital. More patients treated for heart attacks returned to the Medical Center compared to the other two hospitals. The rate of return for heart failure and pneumonia patients was quite similar in all the facilities. It is vital to note that both the Fairview Southdale Hospital and the Abbott Northwestern Hospital did not provide data on vital psychiatric unit services. In terms of payment and value, the institutions were remarkably similar when medical spending per beneficiary is assessed. Payment for illnesses such as heart attacks, pneumonia, and heart failure are nearly identical. However, patients receiving knee and hip replacements at Hennepin County Medical Center paid a significantly higher amount of money compared to the other two facilities.
Comparing Survey Response Rates to Fairview Southdale Hospital and
Abbott Northwestern Hospital
Table 4. Fairview Southdale Hospital and Abbott Northwestern Hospital Response Rates.
There are significant differences in terms of survey ratings in the three healthcare institutions under review. Hennepin County Medical Center scored a total of 2 points, Fairview Southdale Hospital scored 3, and the Abbott Northwestern Hospital scored 4 out of a possible 5 points. The County Medical Center has a significantly lower survey response rate compared to the other two institutions. In addition, it performed poorly in terms of the nursing department’s communication to patients and the staff’s ability to attend to patient needs urgently by comparison. The patient rooms were significantly noisier at night than those at Fairview or Abbott Hospitals. The dissemination of information relevant to the patient’s home recovery was also poorer than the other two facilities. Hennepin County Medical Center performed poorly in the patient survey compared to the Fairview Southdale Hospital and the Abbott Northwestern Hospital.
Hennepin County Medical Center’s Demographic Patient Population and Services Provided
The Medical facility serves the people of Hennepin County in Minnesota. According to the U.S. Census Bureau (2019), the county had a total of 1,265,843 people. Approximately 6.3% of the population is under five years old, 21.8% is under 18 years, and 14.5% is over 65 years of age (U.S. Census Bureau, 2019). 74.2% of the population is White, 13.8% is African American, 7.5% is Asian, and 7.0% is Hispanic (U.S. Census Bureau, 2019). It is vital to note that 93.3% of people older than 25 years have completed high school while 50.1% of the County’s population aged over 25 years old at least a bachelor’s degree (U.S. Census Bureau, 2019). The median household income is $78,167, and approximately 9.7% of the county’s population is poor (U.S. Census Bureau, 2019). The people depend on Hennepin County Medical Center for a variety of services.
Hennepin County Medical Center offers a full range of primary care options designed to meet a variety of patient needs. It runs a pediatric clinic that ensures all its clients maintain optimal health by offering preventive health checkups, evaluation, and management of chronic and acute conditions (Hennepin Healthcare, 2021). The women’s health and wellness services offered at the hospital include family planning, pregnancy clinics, surgical management of gynecologic conditions, and care during menopause. The institution also offers a variety of radiological services such as EEG, ultrasound, and CT scans (Hennepin Healthcare, 2021). The institution runs a psychiatry clinic that features a partial hospital program, a transplant program, rehabilitation services, and infectious disease control. These services offer patients comprehensive care for a variety of medical conditions.
The Impact of Community and Environmental Factors on HCAHPS Scores
Cultural dynamics affect hospital HCAHPS scores in a variety of ways. For instance, patient experiences are marginally better in institutions with a high degree of cultural competency. It is vital that healthcare institutions develop the capacity to offer services that cater to the needs of diverse patient populations. The provision of evidence-based care with a focus on families and equity covers a large group of patients. The observance of cultural dynamics is essential since it facilitates improved internal communication, enhanced organizational performance, and better customer satisfaction, which all contribute to the institution’s HCAHPS scores.
Educational dynamics have a direct impact on patient satisfaction and their overall rating of a facility’s performance. It is critical that health institutions educate their patients on the modalities of treatment, the associated complications, and the steps to take when recovering at home. The clinical processes of care and the degree to which patients understand the services offered account for a high percentage of HCAHPS scores. Patients that are not satisfied are likely to rate the institution poorly, thus negatively affecting its performance.
Socioeconomic factors influence HCAHPS scores in a variety of settings. Even though these factors are excluded in the score calculations, they influence the five factors evaluated in the scoring algorithm (Shulman et al., 2018). Evidence suggests that patients living in low-income areas tend to rate hospitals better than those living in high-income areas (Shulman et al., 2018). However, the lack of medical insurance and the high cost of treatment may influence people’s perception of the services they receive. Economically disenfranchised individuals may have bad experiences as a result of the barriers that make access to quality care a challenge.
Financial Impact on Hennepin County Medical Center
Hennepin County Medical Center’s low HCAHPS scores are likely to affect the institution’s bottom line in two key ways. First, in the short term, the hospital’s reputation among consumers will be ruined, and the amount of funding received from Medicare is likely to reduce. It is worth noting that hospitals with poor HCAHPS scores did not benefit from the 1.5 billion dollars provided by the government as value-based incentive payments in 2016 (Detwiler & Vaughn, 2020). In the long run, limited access to funding is likely to affect the institution’s profitability because, without the resources necessary to improve service delivery and other quality outcomes, their consumer rating is likely to drop further.
Quality issues may arise in scenarios where the HCAHPS scores indicate that the nurses do not respond to the client’s urgent needs. As a result, the number of accidents that could be linked to negligence may rise, leading to a decline in good outcomes. This is particularly detrimental given that patients are aware of the available options and are likely to choose the best performing hospitals. Therefore, if the facility does not work to improve its HCAHPS scores, it will lose clients and suffer losses that will negatively affect its bottom line.
The Potential Cause of Hennepin County Medical Center’s HCAHPS Scores
The Hennepin County Medical Center’s low HCAHPS scores are the result of a variety of factors. The results indicated that the hospital staff did a poor job of communicating with the patients and failed to attend to their urgent needs. This demonstrates that the staff did not listen to their patients and hence did not meet their needs in good time. The average amount of time spent in the hospital’s emergency department was 186 minutes which is significantly higher than the national average (Medicare, 2021). This indicates that the delivery of services is inefficient given that bureaucratic procedures and staff delays extended the time required to offer services. In addition, it demonstrates the prevalence of poor team dynamics in the department. Finally, the high noise levels around the patients’ rooms contributed to the low scores. The aforementioned factors contributed to decreased consumer satisfaction which is reflected in the institution’s low scores.
Organizational Strategic Plan
Organizational Change
The demand for high-quality services centered on patient needs is on the rise. Therefore, it is vital to redesign healthcare services to respond to emerging care needs in a variety of contexts. Innovation and organizational change are critical to the implementation of a patient-centered model of care. Ensuring that the Hennepin County Medical Center improves its model of service delivery will facilitate the improvement of HCAHPS scores. The patient-centered model functions by grouping individuals that require similar services in independently run departments (Fiorio et al., 2018). Organizational change will ensure that the institution addresses critical economic and functional inefficiencies.
The areas of concern at the hospital include the control of workflow across departments and the coordination of care within a specific care trajectory. In addition, most organizations face challenges linked to resource duplication, which causes wastage. The autonomy associated with the utilization of specialty resources often supersedes accountability and may limit the effectiveness of treatments (Fiorio et al., 2018). The implementation of innovative programs such as the lean philosophy and program-oriented designs are vital in improving efficiency. Ensuring that the change process is implemented will ensure that good health outcomes are the norm. The inevitable increase in consumer satisfaction ratings will see the institution’s HCAHPS score improve.
Structure, Processes, and Outcomes
Improving patient experiences is necessary to boost the institution’s performance. The framework for the strategic plan will allow hospital administrators to categorize patient experience dimensions that will be handled by specific institutional initiatives. The proposed structure involves the establishment of a culture that supports patient experiences and the facilitation of communication between patients and the hospital staff. Other elements in the framework are the improvement of information transparency, enhanced patient engagement, and increased organizational access. Finally, it is essential to develop an empathetic hospital environment and prioritize good outcomes to maximize value within the institution.
A variety of actions are required to ensure the proposed framework yields the expected results. To create a culture that supports patient experiences, specific job titles and training programs that increase employee involvement and desire to prioritize client experiences will be created. Patient and provider communication can be facilitated through the development of communication networks that encourage the exchange of ideas between the hospital and its clients. Information transparency can be improved by providing both the staff and the patients with access to the same data. Increased patient engagement will be achieved by ensuring that clients have a locus of control over the decisions by providing the resources required to increase knowledge and participation. Enhanced organizational access can be achieved by adopting a proactive and consumer-oriented approach to care by ensuring timely responsiveness to client needs. An empathetic hospital environment requires the design of supportive technological, physical and psychological settings that support healing. Finally, it is essential to consistently insist on good clinical results to ensure the maximization of value.
There are a variety of outcomes that are expected after the successful implementation of the strategic plan. For instance, customer satisfaction should improve given that patient needs will be addressed in good time, and the rate of complications will decline. In addition, patient communication will be enhanced, and more clients are expected to understand their care and the steps required for a successful recovery after discharge. Finally, the institution’s HCAHPS score will improve on account of improved consumer satisfaction.
Evidence-Based Practice and Shared Governance
The use of evidence-based practice (EBP) in healthcare is vital because it facilitates the application of research data in the identification and management of clinical problems. Hennepin County Medical Center will apply EBP in five critical steps. First, for each area of concern, a clinical question is formed to identify the problem. Next, evidence from peer-reviewed publications and research studies will be conducted. It is essential to analyze the collected data and evaluate the merits and demerits of using the proposed solutions. The identified material can then be applied to a variety of clinical scenarios ranging from patient management, administrative functions, and organizational practice. Finally, the results of the new interventions must be assessed, and the necessary conclusions are drawn. Adhering to tried and tested principles based on efficient methods of inquiry ensures improvement of organizational quality.
Shared governance improves organizational quality by promoting equity, accountability, and ownership. The first step in the implementation of a shared governance structure is the creation of a mission statement outlining key objectives. It is essential to outline rules and regulations detailing the new governance structure. Steering committees and councils composed of staff from various cadres are an important addition to the institution’s management structure. After the regulations have been outlined, it is prudent to set specific timelines and reinforce the agreed-upon metrics of operation. Including views from various members of staff ensures that organizational quality is improved.
Shared Accountability
Shared accountability refers to the collective responsibility of patients, payers, medical providers, and personnel in ensuring that care is improved. Medical providers must communicate to their patients regularly and offer quality diagnostic services that will support the use of evidence-based practices in patient management. In addition, they are expected to teach their patients vital aspects of health and encourage them to attend important follow-up clinics. Accountability among physicians can be established through mandatory planning meetings and the provision of bonuses depending on each individual’s degree of compliance. Payers such as insurance companies have a critical role to play. They are responsible for the institution’s solvency and ability to meet financial obligations. Therefore, it is critical that the hospital develops a system that will help the finance department to create a feedback loop that will encourage timely payments. Payers must also use their platforms to educate their clients on various health conditions and the need for adopting preventive approaches.
Hospital personnel are responsible for the organization’s daily functioning and are, therefore, essential for the delivery of quality care. They can be held accountable by creating reward programs that give bonuses for high-achieving employees. In addition, exemplary individuals can be offered promotions, and penalties can be imposed in specific situations. Patients can contribute to improved outcomes by engaging professionals in the care process. In addition, they should work on improving their literacy with regard to common medical conditions. It is essential that every individual in the healthcare system contributes to the improvement of services in health facilities.
Technology Trends
The first step in incorporating technology is the development of an integrated planning process. It is essential to include technology trends in the organization’s financial planning, budgeting, and capital allocation processes. Therefore, a high level of governance and a well-coordinated planning cycle are vital (Fitz & Shaikh, 2018). In addition, it is crucial to include clear definitions and use evidence to drive the decisions made. The next step involves understanding the current state to determine the type and degree of technology investment. Important organizational functions such as care coordination, cost management, physician integration, and consumer experiences must be closely evaluated to meet the needs of digitally aligned clients (Fitz & Shaikh, 2018). The third step involves defining the desired technology and the key gaps that limit implementation. It is essential that the organization’s leaders outline high-priority and high-value items and prioritize their implementation. The final step is the creation and implementation of an actionable plan. The roadmap stipulates how the institution will fill the identified technology gaps to achieve a desired future state.
Improving the Care Delivery System
Reducing costs is critical to the improvement of the delivery care system in the hospital. This will be accomplished by focusing on specific problem areas such as prolonged emergency department wait times, poor staff communication, and inefficient use of evidence-based principles in practice. It is critical to conduct regular reviews to assess progress in the identified problem areas. Embracing transformation as a mechanism for introducing systematic change will facilitate the implementation of effective systems to improve efficiency and reduce costs.
Improving access to healthcare services is vital if an organization is to grow and meet its client’s needs. The strategic plan will ensure that the institution partners with independent transportation networks to ensure that the elderly and disabled can access services when they need them. In addition, a mobile clinic program will be implemented to offer services to individuals that face a variety of economic, health, and social challenges. Finally, the institution will partner with student-run clinics to offer learners the experience they need while attending to the community’s health needs.
Patient-centered care is vital in an increasingly consumer-oriented business environment. The strategic plan outlines mechanisms aimed at ensuring that patients and their families participate in important health decisions. In addition, it stipulates the creation of cultural diversity programs and communication seminars aimed at empowering staff to offer quality services to all clients. In addition, the development of a serene environment and equipping staff with the skills required to alleviate the patients’ fear and anxiety will be prioritized.
The strategic plan will demonstrate that the patient is the center of care in a variety of ways. First, it takes patient preferences and needs into account by ensuring emotional and physical safety is prioritized. In addition, the plan ensures that individuals in need have access to quality services and support. Finally, the plan facilitates the development of the patient knowledge and confidence necessary to make informed decisions regarding personal health.
Improving Financial Stability
The hospital’s financial stability is hinged on improved HCAHPS scores. The overall performance determines the institution’s eligibility for reimbursement. Apart from the resources provided by governmental programs, HCAHPS scores determine the number of insurance organizations that will want to partner with the facility. It is essential that the scores are improved to increase consumer satisfaction and improve the bottom line. The institution’s performance is inextricably linked to its ability to generate revenue and maintain a strong financial base.
Implementation Plan and Timeline
Stakeholders’ Roles and Responsibilities
The hospital’s stakeholders have critical roles and responsibilities with regard to the implementation of the strategic plan. Nurses will be expected to communicate better with patients to facilitate noise reduction and the maintenance of cleanliness in and around the wards. Physicians will be expected to involve their clients in making important health-related decisions and in the provision of necessary information regarding the care process. The institution’s management is expected to source for the financing required to run cultural competency and communication programs aimed at equipping the staff with the skills they require to offer effective services. Finally, patients are expected to communicate any issues that impede access to quality care within the facility.
Stakeholder Involvement and Accountability
Stakeholder involvement and accountability are necessary for the success of the strategic plan. Nurses can get involved by participating in councils created as a result of the implementation of shared governance programs. They are expected to be accountable for maintaining patient records regarding the implementation of quality improvement initiatives. Physicians will demonstrate their involvement by taking part in cultural sensitivity training aimed at ensuring quality service delivery to diverse populations. They will be accountable for submitting data on mortality and morbidity rates in their respective departments. Patient involvement will be facilitated by ensuring that they get a chance to contribute to the care process. They will also be expected to provide feedback on the care they received by giving their views on the areas that require improvement. Finally, the management team will demonstrate its involvement by holding meetings aimed at deliberating strategies and policy implementation mechanisms. They will demonstrate their accountability by providing progress updates and structural changes needed to facilitate effective program implementation.
Training
Several training initiatives are required to ensure the successful implementation of the strategic plan. First, cultural sensitivity training is vital because it helps employees understand the mechanisms through which unconscious biases impede decision-making. In addition, it allows the institution to reach a large pool of clients by implementing a non-biased approach to care. This will help the institution improve its consumer satisfaction ratings and increase market share. A communication skills training program is critical to the hospital’s future success. This is because it allows the hospital staff to listen to clients, understand non-verbal cues and develop techniques to deal with difficult patients (Kim & Sim, 2020). The nursing staff will understand the importance of listening to patients and addressing their needs in the shortest time possible. Finally, team-building exercises are essential because they improve team performance and facilitate the smooth delivery of care across a continuum. The effectiveness of the emergency department team will ensure that patients spend less time accessing services and care.
Timeline
The first goal that will be tacked is the improvement of the emergency department waiting time. A review of the current state of affairs will be conducted over a two-month period from May 1, 2021, to collect relevant data and identify the potential causes of the delays. The data will be evaluated in a consultative meeting, and measures to address the challenges will be drafted and agreed upon on July 1, 2021. Team building exercises will be conducted on the 14th and 28th of July 2021. The implementation of strategies aimed at improving efficiency, such as the elimination of bureaucratic processes in the emergency department, will commence on July 3, 2021. A review of waiting times will be conducted on August 3 to assess progress.
The reduction of noise in the wards is vital for improved organizational performance. On May 1, 2021, the nursing department will be tasked with conducting a review of the factors that contribute to noise pollution in the patients’ accommodations. The findings and potential solutions will be presented at an interdisciplinary meeting on June 2, 2021. The meeting will feature a discussion of mitigation strategies and the financial implications associated with addressing the problem. The agreed-upon measures will be implemented from June 7, 2021, after which a meeting to review progress will be held on July 7, 2021.
Improved communication is essential to the effective functioning of a healthcare institution. In order to ensure that each employee develops the skills required to communicate effectively, training seminars will be conducted on May 4, 2021, for the nursing department, May 8, 2021, for physicians, and May 12, 2021, for the rest of the hospital staff. In addition, patients will be requested to fill questionnaires upon discharge on their overall experience while at the facility. This will help evaluate progress and help identify areas that need to be addressed. A quarterly review of the hospital’s HCAHPS scores will be conducted to assess the institution’s performance.
Evaluating the Success of the Strategic Plan
The method of measurement that would be used to evaluate the strategic plan’s success is the evaluation of key performance indicators (KPIs). The metrics that will be used to evaluate success are tied to the plan’s primary objectives. These are operational efficiency, revenue, and customer satisfaction. Each of the affected departments will be required to submit data on performance over a period of three months to assess progress. The KPIs will be tracked on various performance dashboards, and periodic reports will be presented to the management team through newsletters and strategic plan implementation reports. Meetings will also be held with relevant departments to discuss implementation challenges and propose relevant solutions to keep the plan on course.
Stakeholder Involvement
Evaluating the success of the strategic plan is critical because it helps gauge whether the hospital is meeting set goals. The nursing department will be expected to gather and present data on noise levels and client responses to the implemented changes. In addition, they should evaluate the findings and give feedback on the implementation process. Physicians will be expected to track the impact of effective communication on patient outcomes. It is critical that they present the findings in each of their respective departments to assess the effectiveness of improved communication. The management team will be expected to conduct a review of the past and present HCAHPS scores and present a report on their findings. It is critical to indicate how the new scores impact the institution’s financial performance. Finally, patients will be involved in the evaluation by filling out questionnaires in the respective departments.
Communication of Results
Communication is essential within organizations because it facilitates the transmission of sensitive information. The results will be communicated to the hospital personnel through staff meetings, memos, and town halls. Formal reports will be presented to specific departments, and individuals will be given the opportunity to present feedback. External communication is essential to notify patients and other stakeholders of the progress being made within the institution. The methods that will be applied include direct mail and social media platforms such as Facebook.
References
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Fiorio, C. V., Gorli, M., & Verzillo, S. (2018). Evaluating organizational change in health care: The patient-centered hospital model.BMC Health Services Research, 18(1), 1–15. Web.
Fitz, T., & Shaikh, M. (2018). 4 Tactics of effective strategic technology planning for the digital future. Healthcare Financial Management Association. Web.
Hennepin Healthcare. (2021). Hennepin County Healthcare Center. Web.
Kim, A. Y., & Sim, I. O. (2020). Communication skills, problem-solving ability, understanding of patients’ conditions, and nurse’s perception of professionalism among clinical nurses: A structural equation model analysis.International Journal of Environmental Research and Public Health, 17(13), 1–14. Web.
Medicare. (2021). Find Healthcare Providers: Hennepin County Medical Center. Web.
Shulman, B. S., Crowe, B., Hutzler, L., Karia, R., & Bosco, J. (2018). Socioeconomic status negatively affects HCAHPS scores in orthopedic patients: The results of 15,789 patients at a single institution.Bulletin of the Hospital for Joint Diseases, 76(3), 216–221. Web.
U.S. Census Bureau. (2019). QuickFacts: Hennepin County, Minnesota. Web.