Various factors can affect the outcomes and effectiveness of the recommended practice guidelines. Regarding environmental factors, the built environment may hinder the success of the practice guidelines since the ER is fixed in a hospital area where there is no expansion space. As a result, if beds are to be increased and the number of nurses added, the emergency department must be shifted to another area. Doing so would increase the distance from other departments, implying that more resources and staff would be required to address the new change.
On regulatory considerations, CareM Medical Center must act within the recommendations of California state laws. One such law is locating health facilities in areas where they turn to be a public nuisance. Accordingly, shifting the emergency department must adhere to this rule. Besides laws, resources have a huge implication on the success of the recommended practice guidelines. Staff addition to meet the desired ratio and purchase of beds are finance-centered interventions. They will cause a major shift in the current hospital’s budget. It will be challenging to achieve the desired benchmarks unless the medical center’s administration gets more financial resources from donors.
Stakeholders are vital members of health care facilities. To a profound extent, the success of such facilities depends on how stakeholders execute their mandate. In this scenario, the hospital administration should be involved because of its position and influence in the medical center. The other crucial segment of the stakeholder groups is donors. They should know the progress of the facility and areas where improvement is necessary. The community should be represented too. CareM Medical Center has a huge community responsibility of providing health care services, and it is crucial to ensure that the community trusts the facility with its health.
Always, stakeholders should be engaged since they influence organizational changes differently. On its part, the hospital administration has access to resources, and it is well-positioned to search for more financial resources for practice improvement. If they can be convinced about the implications of high waiting time on patient outcomes, administrators can collaborate with donors to make the desired change. The reputation of a health care facility depends on how well it serves the community. For the community to support the necessary changes and to continue seeking health care services from the medical center, active engagement is crucial.
Engaging stakeholders can produce a stronger policy and facilitate its implementation in various ways. Firstly, stakeholders are organizational pillars. They influence policy changes, and an organization is likely to succeed when stakeholders are at the center of changes. Secondly, stakeholders’ participation will ensure that CareM Medical Center is free from legal and ethical misconduct. Engaging stakeholders from the start ensures that no questions will be asked later regarding the use of resources and changes in operational procedures. Above all, stakeholders serve as think tanks for policy formulation and implementation. They propose creative ways of making policy changes, instrumental in making a policy more robust and implementation easier.
In conclusion, health care organizations should always provide health services that match the expected quality standards. One way of ensuring that practices meet the expected standards is by using benchmark metrics. A close analysis of CareM Medical Center’s performance suggests that high waiting time in the ERs is a genuine concern due to the center’s dismal performance in this area. Accordingly, stakeholders should support policy changes to enhance performance. Changes will ensure that the center’s reputation is not affected and is free from ethical and legal violations since performance will match federal and state benchmarks.
Chrusciel, J., Fontaine, X., Devillard, A., Cordonnier, A., Kanagaratnam, L., Laplanche, D., & Sanchez, S. (2019). Impact of the implementation of a fast-track on emergency department length of stay and quality of care indicators in the Champagne-Ardenne region: a before–after study. BMJ open, 9(6), e026200. http://dx.doi.org/10.1136/bmjopen-2018-026200
Gutsan, E., Patton, J., Willis, W. K., & PH, C. D. (2018). Burnout syndrome and nurse-to-patient ratio in the workplace. Marshall University. https://mds.marshall.edu/cgi/viewcontent.cgi?referer=https://www.g
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