Unit VII Project Instructions The Required Unit Resources for this unit examined how a growing population that is living longer and requiring more healthcare services than ever before will contribute

Expert Solution Preview

Introduction:
Emergency department (ED) overcrowding and poor quality of service have become significant challenges in the healthcare system. This project will analyze the problem of ED overcrowding at a hospital in the District of Columbia and propose a quality improvement initiative to improve wait times, admission rates, and reduce left-without-being-seen rates. The project will utilize theories discussed in this course, such as lean and Six Sigma, and the Plan, Do, Study, Act (PDCA) approach to create positive change.

1. What is the problem, and what data supports the need for change?
The problem is a hospital in the District of Columbia ranks as one of the worst in the entire nation for ED timely and effective care. The data supporting the need for change includes the hospital’s high wait times to see a provider, long wait times until admission, and high left-without-being-seen rates, which exceed national averages.

2. What is the proposed quality improvement initiative, and what are the specific desired outcomes?
The proposed quality improvement initiative is to create a systems-wide approach to significantly improve aspects of ED operation and care that will dramatically decrease wait times to be seen, wait times until admission, and reduce left-without-being-seen rates to meet or register below national averages. Specific desired outcomes include reducing wait times to see a provider by 50%, decreasing wait times until admission by 25%, and reducing left-without-being-seen rates by 20%.

3. What are the suggested implementation strategies that will be most effective to achieve quality improvement?
The suggested implementation strategies to achieve quality improvement include implementing a lean process improvement initiative, focusing on staff education and training, optimizing patient flow, and increasing the use of technology, such as a patient flow tracking system.

4. What social marketing approaches will ensure the widest awareness and participation in the initiative?
Social marketing approaches will include creating and distributing educational materials to patients and families, promoting the initiative through various media channels such as social media and community events, and partnering with local organizations to create public awareness and support for the initiative.

5. What is the measurement plan, and what tools will be most effective to measure change, and how ongoing performance will be monitored to prevent regression and loss of the positive change that has taken place?
The measurement plan will include tracking wait times, admission rates, and left-without-being-seen rates on a daily, weekly, and monthly basis. The most effective tools to measure change will include a patient flow tracking system and staff surveys. Ongoing performance will be monitored by conducting regular audits and continuous process improvement evaluations to prevent regression and maintain positive change.

6. What is the analysis of the roles leadership, staff, and patients will play in the improvement initiative?
Leadership, staff, and patients all play critical roles in the success of the improvement initiative. Leadership will provide support and resources necessary to facilitate change, staff will require appropriate training and education to implement the changes, and patients will need to be engaged and empowered to participate in the initiative actively.

7. What are the benefits and long-term effects if the desired outcomes are achieved?
The benefits of achieving the desired outcomes include improved patient satisfaction, increased efficiency and productivity, and enhanced quality of care. The long-term effects could result in the hospital becoming known for its high-quality ED services, attracting a broader patient base, and achieving financial success.