Patient Satisfaction Quality Improvement

Making detailed plans for implementation is crucial in successfully leading change. Taking into consideration how changes affect others promotes a caring and collaborative environment. For nurse leaders not only is the safety of patients of primary concern but also the safety of the staff Patient Satisfaction Quality Improvement .

*** Write 900 words and create graphics that depict the following:

Stakeholders and departments affected by the quality improvement project.
Interdisciplinary teams: physicians, HR, pharmacists, physical therapists, & other stakeholders to improve care.
Work with administrators to help them understand nursing practice and how the initiative will improve patient satisfaction.
Market nursing to other groups, the community, and professions through relationship building; market to the nursing division Patient Satisfaction Quality Improvement .
Build trusting working relationships.
Trend data that will be used in the action or evaluation phase of the initiative.
Where and when patient-centered care fits into the implementation phase of the initiative.
Next steps:

**** There are 4 main BULLETED items with a total of 6 sub-bullets above, all of which must be addressed and explained in detail directly and concisely. Please use examples to address questions.

Cite all sources and APA formatted.

Patient Satisfaction Quality Improvement Project: Culture of Safety, Caring and Collaboration

The Glendale Memorial Hospital and Health Center’s rating in most of the Healthcare Providers and Systems (HCAHPS) were subpar, a fact that is reinforced with its overall 3-star rating out of five. Whereas all the aspects of the HCAHPS were below the national average, having quiet nights around rooms registered a 54% satisfaction against the state average of 51% and national average of 62%, making it critical. This has significantly impacted the quality of services offered by the hospital hence patient satisfaction. Thus, the present quality improvement project will seek to utilize the SMART objectives to improve the above HCAHPS scores beyond the national average by the fourth quarter of the year. Specifically, the project targets to increase the night quietness score by 9% within six months. The outlined objective will be achieved through a project that seeks to identify and eliminate sources of numerous noises within the Glendale Memorial Hospital and Health Center setting. Other strategies such as “Quiet Time” implementation, personnel education, among others will also be collectively adopted to mitigate the issues of noise in the hospital.

Impact of the Project on Stakeholders and Departments

Studies have revealed that healthcare professionals are a significant source of hospital noise. Accordingly, interdisciplinary teams will be impacted by the stratagems employed to combat the noise menace in hospitals. Considering that the approach targets to eliminate the sources of noise, the interdisciplinary team involving nurses, physicians, HR, and pharmacists amongst others will be required to undergo continual educational training (Guerin, Leroux, & Bussieres, 2013). In addition, the interdisciplinary team will be required to observe “quiet time” by subsequently setting their phones to the “silent mode” and also speaking in low tones. The pharmacists will be required to speak in low toes when confirming prescriptions from physicians. Moreover, nurses will be required to set their phones on silent mode and also observe quiet times during the night. Additionally, the housekeeping department will have to adjust their working schedules so as not to affect the sleep time of patients. Physicians will also have to use written notes to communicate with nurses during their ward rounds so as to reduce noise levels. Therefore, the interdisciplinary team’s behavioral approaches will be affected by the project.

Fig 1: Interdisciplinary team to be affected by the plan

Evidently, administrators of the Glendale Memorial Hospital and Health Center have underrated the role that nurses play in the creation and reduction of noise at the hospital. This may require the intervention of a nurse leader to impress upon the administrators about the roles of nursing, their role in the improvement of quality may become elevated. Cooperating with the administration will thus highlight the need to equip the nurses with the right environment and make them see the need to implement patient response plans such as call lights, and hourly rounds (Fillary et al., 2015). Moreover, working directly with the administration will make nurses feel as if they own the quality improvement decisions, which will allow them to wholly implement them Patient Satisfaction Quality Improvement .

Moreover, the role of nursing at the Glendale Memorial Hospital and Health Center and the surrounding community has been underappreciated. Nurses play an integral role in almost all the categories of HCAHP. However, it is imperative to remember that nurses work alongside other professionals and they also interact with the community, which impacts the perception regarding the quality of care. According to Ferenc (2016), at times team members may forget the roles of nurses, which may lead them to shift blame to them. Additionally, the administrators may want to assign some roles to nurses that are not within their purview due to staff shortage. However, though education, a nurse leader could inform them regarding the potential pitfalls of the strategy, which will lead to reduction of friction hence noise at night during the management’s evaluation rounds. Further, nurses could educate the community on exactly how they help in patient care so as to ensure that the community understands these roles. Through seminars, the fundamental roles of nurses regarding response to patient call and their own role in the reduction of noise will be magnified and properly understood.

The improvement of quality within the Glendale Memorial Hospital and Health Center could also be enhanced though establishing trusting working relationship. According to studies, the present model of healthcare places the responsibility of quality improvement on the shoulders of the management. However, the policies that the management institute are implemented by the personnel. As such, an environment needs to be created wherein the healthcare workers have the independence to make decisions and communicate their decisions without fear of reprisal from their seniors or colleagues (Fillary et al., 2015). Further, allowing communication and views sharing as well as creating an empowering and supportive environment also build trust. This will foster harmony and trust amongst interdisciplinary team members, hence resulting in noise reduction and improved response to patient calls.

Trend Data Used to Evaluate the Project

The objective of the present plan is to reduce the levels of night noise at the Glendale Memorial Hospital and Health Center. The complaints made regarding quiet nights will form a substantial part of the evaluation process. The evaluation will occur at the tail-end of the project. Also, the comparisons will be made using patient satisfaction survey percentiles (HCAHPS scores) and in-hospital patient experience surveys percentiles (Waterson, 2014). The trend data will be collected using questionnaires. In these questionnaires, patients will be asked about their perception concerning noise levels since the execution of the stratagems. The collected data will then be collated and analyzed and the results will be compared to the national average and the initial hospital average as mentioned.


Implementation Phase of the Plan

The object of the present plan is to ensure that patients feel comfortable and that they access care as they require. Thus, in the plan, patient-centered care will be implemented at the in-patient units (Ferenc, 2016). These units house critical and recovering patients, who need close attention by the nurses. The patient-centered care will be implemented during the community education forum, wherein the family members and friends of patients will be educated about how nurses should respect the wishes of sleeping patients at night. In addition, the nurses and other health personnel will be required to respect the wishes of patients for quietness at night even when they will be conducting ward rounds. Lastly, the nurse and physicians will inform the family about the progress and prognosis of the patient in their offices and not at the wards Patient Satisfaction Quality Improvement .



The Glendale Memorial Hospital and Health Center interdisciplinary team’s relationship is characterized by divisions and conservatism. For this reason, team members do not liberally contribute to discussions and arguments abound. Additionally, nurse leaders do not work in concert with administrators, which has affected the quality of services offered by the hospital. Also, the community, other groups, and professions lack a complete understanding of the nursing profession and how they can work together to aid in the delivery of improved healthcare. Lastly, there is an absence of a trusting working relationship between nursing leaders and other sections of the hospital. Lastly, the hospital does not emphasize on patient-centered care.


In light of the foregoing, the following recommendations are made:

The hospital needs to create programs that will foster collaborations between teams and numerous stakeholders and interdisciplinary team at the hospital.
The hospital will implement proactive strategies that will highlight inefficiencies, preventable errors, and ineffective care to improve the quality of patient-care
The hospital will also invest in seminars, educational programs, and use posters to remind its personnel of how they can adopt patient-centered techniques so as to improve care quality.

FERENC, J. (2016). Hospital reduces noise and patient complaints after sound study. H&HN: Hospitals & Health Networks, 90(7), 26.

Fillary, J., Chaplin, H., Jones, G., Thompson, A., Holme, A., & Wilson, P. (2015). Noise at night in hospital general wards: a mapping of the literature. British Journal Of Nursing, 24(10), 536-540

Guérin, A., Leroux, T., & Bussières, J. (2013). Pre-Post Pilot Study of Noise Levels at a University Hospital Center Pharmacy Department. Journal Of Pharmacy Practice, 26(4), 448-453. doi:10.1177/0897190012468450

Waterson, P. (2014). Patient Safety Culture : Theory, Methods, and Application. Farnham, Surrey, UK: Ashgate Patient Satisfaction Quality Improvement .

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