Medical Service Quality Improvement Project

Introduction

Medical facilities should implement powerful models to empower nurses, physicians, and clinicians to meet the needs of all patients. The University of Miami Hospital supports numerous research studies that can present life-changing discoveries and ensuring that all beneficiaries receive compassionate and high-quality care. This paper presents a proposal for a Quality Improvement project aimed at making this institution a leading provider of exemplary medical services.

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Executive Summary

The University of Miami Hospital requires a new project aimed at delivering the Magnet Designation status. This achievement will ensure that it achieves its vision and mission within the shortest time possible (Heller, Berends, & Skillin, 2018). Since this is the gold standard of health care practice and nursing, the facility will achieve its goals and become reputable in the region.

Purpose

The purpose of the proposed project is to ensure that the selected hospital becomes a leading provider of quality patient care and a supporter of practitioners’ demands. Upon achieving the intended Magnet status, the institution will have an increased number of satisfied employees and nurses and record reduced RN turnover (Nies & McEwen, 2015). The institution will also be associated with high levels of patient satisfaction.

Target Population

The Magnet Designation project will target different stakeholders or groups in this hospital. The first one is that of health professionals since they are the ones who should meet the diverse needs of the targeted patients. The second category is that of managers and leaders in this facility. Such experts should be supportive to ensure that positive results are recorded (Heller et al., 2018). The third group is comprised of individuals who are seeking medical services from this facility.

Benefits

The successful implementation of this project will deliver several benefits. For instance, most of the employees and clinicians at the University of Miami Hospital will receive adequate resources and get competitive remunerations. A new culture will emerge and make it possible for caregivers and nurses to achieve their goals. The new project can make it easier for leaders to mentor their followers, solve emerging issues, and deliver positive outcomes (Nies & McEwen, 2015). All patients visiting this institution will benefit from timely, high-quality, and sustainable health services. Sentinel events and malpractices will reduce significantly in this hospital.

Budget Justification

Since the targeted institution has adequate resources and models for meeting the needs of different patients, the implementation of this project will not be expensive or costly. This means that around 500,000 USD will be enough to acquire additional medical equipment, hire more clinicians and nurse practitioners, and train the current workers (Heller et al., 2018). The institution will also have to recruit a competent leader to guide all followers and implement a superior culture that can deliver the intended outcomes. The suggested initiative will be completed within twelve months.

Evaluation

The involved participants will consider the five components of the Magnet Model to evaluate the success of this project. The first one is that of transformational leadership whereby nurse managers will be monitored to examine whether they lead their followers efficiently. The next one is that of structural empowerment. Those monitoring its success will check if different leaders implement evidence-based strategic plans to deliver quality outcomes (Nies & McEwen, 2015). The third aspect is that of exemplary practice. Observers should identify the availability of adequate tools and resources that can promote quality delivery. Finally, the improvements recorded in this hospital will be compared with the outlined benchmarks. The purpose of such a procedure is to monitor the recorded workforce, organizational, and patient outcomes.

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Executive Summary Feedback Form

The studied proposal is relevant to nursing since it presents evidence-based approaches for improving quality and ensuring that more patients receive exemplary services. The concept of Magnet Designation continues to support the aims of many medical institutions. Introducing such a theory at the University of Miami Hospital will make a significant difference and ensure that all nurse practitioners (NPs), clinicians, and caregivers are empowered to meet the needs of every individual. With such observations, chances are high that this proposal will be approved if formally proposed (Heller et al., 2018). The board will consider it as an exemplary model for ensuring that all medical institutions introduce superior procedures and actions plans.

There are specific strengths that make this proposal outstanding and implementable in different hospitals. Firstly, it appreciates the idea that clinics should improve their practices and care delivery models continuously. Secondly, the document is presented in a professional manner and focuses on an issue that all medical facilities should pursue (Nies & McEwen, 2015). Thirdly, it encourages NPs and other professionals to embrace the idea of lifelong learning to transform their philosophies. The only weakness with this proposal is that it only examines the unique issues facing the University of Miami Hospital. Expanding the document to address the common dilemmas many health institutions encounter will make it more relevant.

Conclusion

The above proposal indicates that the Magnet Designation award is relevant for all health facilities planning to improve the quality of care available to their patients. Departmental leaders and institutional managers can apply the presented ideas to transform the quality of services available to different patients. The successful implementation of the proposed project will make the University of Miami Hospital successful.

References

Heller, K., Berends, W., & Skillin, P. (2018). Organizational culture and nursing practice: The Magnet Recognition Program® as a framework for positive change. Revista Médica Clínica Las Condes, 29(3), 328-335. Web.

Nies, M. A., & McEwen, M. (2015). Community/Public health nursing: Promoting the health of populations (6th ed.). St. Louis, MO: Saunders/Elsevier.

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StudyCorgi. (2021, July 14). Medical Service Quality Improvement Project. Retrieved from https://studycorgi.com/medical-service-quality-improvement-project/

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"Medical Service Quality Improvement Project." StudyCorgi, 14 July 2021, studycorgi.com/medical-service-quality-improvement-project/.

1. StudyCorgi. "Medical Service Quality Improvement Project." July 14, 2021. https://studycorgi.com/medical-service-quality-improvement-project/.


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StudyCorgi. "Medical Service Quality Improvement Project." July 14, 2021. https://studycorgi.com/medical-service-quality-improvement-project/.

References

StudyCorgi. 2021. "Medical Service Quality Improvement Project." July 14, 2021. https://studycorgi.com/medical-service-quality-improvement-project/.

References

StudyCorgi. (2021) 'Medical Service Quality Improvement Project'. 14 July.

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