NURS FPX 8020 Assessment 3 Quality Improvement Proposal

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NURS FPX 8020 Assessment 3 Quality Improvement Proposal Student name Capella University NURS-FPX8020 Professor Name Submission Date Quality Improvement Proposal Slide 1 Hello everyone! My name is currently________ And my QI project will involve a superior patient experience in the Department of Medicine at the University of Alabama at Birmingham, in support of the overall strategic goals and organizational excellence goals of the organization. Slide 2 The quality improvement programs are highly crucial processes that enable the delivery of health care, patient safety level, and organizational efficacy in the dynamic medical environments. The programs address the key gaps in care delivery and help to implement the evidence-based practice and regulatory compliance requirements. Quality improvement strategies involve the enhancement of patient outcomes, clinical errors, and resource efficiency in care institutions (Bhati et al., 2023). The strategic quality programs assist in aligning the departmental goals with the overall visions of the institution as well as provide it with financial sustainability. The models of healthcare delivery eventually transform with the positive quality improvement initiatives. The Rationale for Establishing a Strategic Priority Slide 3 The forced development of evidence-based strategic priorities by healthcare organizations will improve and solve key performance gaps and achievement of institutional mission. Among the key quality improvement initiatives that would facilitate the shifts in the current healthcare communication and care coordination gaps that are reported are the customer priority of the Department of Medicine at the University of Alabama at Birmingham to improve patient experience by increasing the scores on healthcare consumer assessment of healthcare providers and systems (HCAHPS) and clinician and group consumer assessment of healthcare providers and systems (CGCAHPS) satisfaction. It is established that the scores of patient satisfaction are directly linked to clinical outcomes, readmission rates, and financial performance of organizations, and priority is one of the keys to the overall quality improvement (Ferreira et al., 2023). As has been shown, formal communication practices and care coordination initiatives can boost the level of patient satisfaction, and, at the same time, enhance the level of staff engagement and decrease turnover (Weller et al., 2024). The pillar of patient care of UAB aligns with the customer focus since it is committed to delivering the best patient-centered integrative care and resulting in the organizational objective of ensuring that the satisfaction scores remain above 90 percent across all the health-related organizations (The University of Alabama at Birmingham, 2024). The strategic priorities should give the clear evidence based reasoning and tangible results that may be effectively measured and put into practice to promote the excellence of the departmental and institutional strategic objectives. SWOT Analysis Slide 4 The strategic initiatives involve carrying out the overall formulation of the strengths, weaknesses, opportunities, and threats (SWOT) analysis that will determine the internal capabilities and external factors that can determine the success of the implementation and organizational performance. The strengths of the Department of Medicine customer priority to increase patient experience by increasing HCAHPS and CGCAHPS scores are the presence of the quality improvement infrastructure, the presence of the electronic health record systems, and the fact that it is connected to the strategic pillar of the patient care of the UAB that intends to achieve 90 percent satisfaction (The University of Alabama at Birmingham, 2024). Nevertheless, the potential constraints of the resources due to the conflicting priorities in eight strategic areas and the necessity to invest tremendous amounts of resources into the workforce training to initiate the communication protocol enhancements are also regarded as the weaknesses (Canale et al., 2023). The political environment provides the opportunities like the institutional mission to patient-centered care, financial stability with Aa2/AA+ credit rating, and rising trend of value-based healthcare delivery models to compensate patient satisfaction outcomes (The University of Alabama at Birmingham, 2024). Conversely, high competition with other academic medical centers, potential regulatory changes connected to the reimbursement rate depending on the satisfaction score, and the lack of personnel that might limit the large-scale staff development initiatives (Sommer et al., 2024). The customer priority ought to be in a position to manage the competing institutional requirements and leverage on available strengths to overcome obstacles to implementation. An effective SWOT analysis would enable the strategic leaders to devise certain interventions that would harness the organizational strength to the maximum and mitigate the risks of the threats to the strategic priority realization. Key Performance Indicators Slide 5 The elaborate measurement system like plan-do-study-act (PDSA) that tracks the progress of different areas of the organization and the results of the stakeholders should be actively supported by quality improvement programs. The key performance indicators necessary to make the Department of Medicine customer priority to enhance the patient experience by raising the scores of HCAHPS and CGCAHPS are required to be strong to align with the UAB strategic goals and UAB Medicine 2025 goals (UAB Medicine, 2025). Earning before interest, tax, depreciation, and amortization (EBITDA) performance and revenue per patient encounter are some financial measures to ensure that it is sustainable with the economic impact goals of UAB being 15 billion (The University of Alabama at Birmingham, 2024). The customer indicators are based on the HCAHPS and CGCAHPS satisfaction scores in which the target is to reach above 90 percent in accordance with the patient care pillar of UAB (The University of Alabama at Birmingham, 2024). Internal process measures consist of the UHC quality scorecard performance and accuracy of chart documentation which utilizes the available electronic health record systems to support AMC21 quality pillars. The indicators of learning and growth keep track of the staff engagement ratings, and the communication competency ratings, which contribute to the workforce development across the various divisions of the clinic (The University of Alabama at Birmingham, 2024). The measures also enable monitoring the systematic progress and, at the same time, ensure that it corresponds to the pillar of patient care and the requirements of institutional quality excellence of UAB. The formal KPI systems provide some sort of responsibility that may transform strategic priorities into quantifiable outcomes and long-term organizational

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