Response to Discussion Post

Read instructions in the attached word document, must follow the directions given, written at the level of a PHD response. please provide the paper in the requested time frame.
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Response Guidelines JM
Read the Discussion response below of the Student and respond. In your
response, explain why you decided to respond to this Discussion Response.
Analyze the Student’s response about collecting data or provide any thoughts
you have about the gap in practice the learner identified.
Your response must be a minimum of 200 words in length. your response may
offer an alternative viewpoint or refers to the ideas or work of others, your post
must be supported by citing a minimum of 1 reference from an outside scholarly
source, using current APA style. Reference must be no older that 5 years old
from the date.
Identifying a Problem or Gap for Doctoral
Capstone Project
As stated previously, CentraCare Health has a significant amount of ambulatory and
inpatient services. While it may seem that each division runs optimally, there are
significant siloed workflows that tend to hinder the overall business’s ability to
successfully implement things such as a call center. This is known since one of my sites
is a primary care clinic, that went live on the call center last year. We are still working
through issues and the call center has had to postpone their proposed timeline of getting
specialty clinics online since fall 2017. It is examples like this that provide me with
insights to gaps in practices from the organizational point. The part that I am struggling
with is narrowing down a project that will provide me with enough statistical data,
enough to work through each phase of the project, and the ability to not run into barriers
within CentraCare Health to implement something new. When there is a facility with the
structure that ours has, there is a lot of approving bodies at all intervals of operations. I
am also involved in several committees, one is our Quality Council. This provides me
with a conduit of information on where the system is at. It is also hard to break into areas
that are known gaps, as there are usually other leaders, or performance improvement
project managers assigned to these items.
There were a few areas of consideration I was able to think through:
1. Is there an ideal staffing ratio to work on in the ambulatory care setting and can we
integrate a float pool? This would consist of referencing a lot of staffing data. I would
have to select a subset of clinics versus all of them as that would be overwhelming.
Assessing things like PTO, staffing ratios, provider visits per day, along with a tracking
system could help fulfill needs when they arise versus clinics working shorthanded. This
would lessen staff burnout and ensure adequate patient care.
2. Assessing the data on Employee satisfaction scores. We do utilize Gallup to survey staff,
but we only do a survey once every 2-3 years. Each manager is encouraged to create an
action plan the improve satisfaction with their employees. It was found that only 30% of
managers among inpatient nursing units created an action plan. I could assess survey
results throughout the system, if action plans were created, and even create another
survey to assess satisfaction scores now to determine if this is an effective method of
analyzing and fostering employee satisfaction. If employees are happy, this should
provide an increase in patient satisfaction scores also.
3. Looking at the patient satisfaction scores and looking at work environments in clinics that
have a significantly lower satisfaction score than others. Right now, clinics host a once a
month meeting with representatives within their own departments to look at their scores
and brainstorm ideas on how to make improvements. However, I have experienced
meetings where there is a lot of head scratching and no real outcomes. I could provide a
tool to help clinics become more engaged in patient satisfaction. There are incentives tied
to these scores also, so it is crucial that we meet our goals yearly.
4. A lot of the quality improvement measures on based on clinical outcomes. While that
would not be a focus for me, I did reach out to the director to find out if there is
something that I could do in quality improvement. I also inquired about HEDIS metrics. I
have not heard back from her yet, but I do have a meeting tomorrow that she is at, I will
touch base with her then.
These ideas circle around the improvement of CentraCare’s internal environment to
increase satisfaction externally. This also means a better financial outcome (Prakash,
2010).
Reference
Prakash, B. (2010). Patient Satisfaction. Journal of Cutaneous and Aesthetic
Surgery, 3(3), 151–155. http://doi.org/10.4103/0974-2077.74491

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