1. Olubukola Olanrewaju Maria Popel Karley Mullikin David Ramnarine University of Tampa EME 644

2.  The HPI Model  Environmental &Organizational Analysis  Gap Analysis  Cause Analysis  Interventions  PIP  Evaluation  Performance Flowchart  Performance Analysis

4.  Mapps Hospital is one of the leading community-based health systems in Cypress, with a team of skilled and experienced health workers and specialized physicians with national and international reputations care for infants, children and adults, Mapps Hospital is know for its centers of excellence in advanced medical technology and surgery  Mission Statement Mapps Hospital aims to improve the health of all persons that the facility serves, through community-owned health care services that set the standard for high quality and compassionate care  Vision Statement Mapps Hospital will be the regional leader in medical excellence by improving the health of our community through accessible, compassionate and family-focused health care services

5.  Values The values of Mapps Hospital are trust, respect and dignity, and reflecting responsibility to achieve health care excellence for our communities.  The goal is to improve outcomes, create more satisfied patients and better value, all across the community health system. Mapps Hospital’s key Strategies and Goals include the following:  Safety  Patient Centeredness  Effectiveness and Efficiency  Timeliness  Equity  Health Care Reform

6. The functioning procedures of Mapps Hospital requires the Hospital Manager to work with administrators in planning, strategizing and coordinating the health services of the hospital; these managers are also responsible for assigning duties to each of the nurses when they report for their daily shifts, and most importantly, the prescription and general need of patients assigned to them. Environmental & Organizational Analysis (Cont.)

7. 1. State the performance issue. Misconducts in carrying out the health care services, caused by insufficient patient information passed to nurses at the beginning of their shifts, and nurses’ occasional negligence to instructions as regards to patient information. 2. Current performance level. The nurse performed wrong procedure, because she was not properly informed about the patient`s condition by the Hospital Manager. The Hospital Manager failed to give precise instructions to the nurse, taking into consideration the patient`s condition. 3. Company's desired performance level. Hospital manager`s major duties are: - planning, strategizing and coordinating the health services of the hospital - assigning duties to each of the nurses when they report for their daily shifts - satisfying of the general needs of patients assigned to them - improving the efficiency of medical care 4. Define the importance of the discrepancy. Hospital Manager should never assume that the nurse has necessary knowledge about the patient`s condition. Misconduct or wrong actions may lead to the death of patients.

8.  Cause of the Performance Gap:  Identifying- communication breakdown  Classifying- work and worker classification  Prioritizing-high impact  Cause Samples  Lack in professionalism  Insufficient communication  Data Collection:  unstructured interview and convenience sampling surveys  Performance Support Tools

9.  Purpose: address breakdown in communication  Objectives:  provide management development opportunity  educate on professional communication standards  develop a communication protocol  Interventions:  Blah Priority Ranking InterventionDescription 1 Policy EstablishmentRevision of previous policy; dissemination following revision 2 Communication Training Training to reinforce new policy and supplement communication skills 3 Management Mentorship Weekly meeting with senior manager for development and progress monitoring

10.  90 Days  Performance Focus:  Time-Sensitive Communication  Department Management  Indicators of Progress:  Communication with Charge Nurses 5x per week ▪ 2x by phone ▪ 3x face-to-face  Weekly mentorship participation

11.  Type: Summative Evaluation  Purpose: Training, Policy revision, Mentorship impact on communication  Goal: Accurately assess effectiveness of interventions  Objectives:  Understanding and Application of New Communication Policy  Increased Frequency and Quality of Communication  Skill development of the Hospital Manager

12.  Scope  Impact on Morale  Changes to Communication  Acceptance of Policy  Methods  Self evaluation  Key stakeholder meetings  Findings  Positive and Significant Impact on Communications  Overall positive reaction  Need for additional evaluation

14.  Problem Description:  Communication breakdown  Consequences Check:  Nothing discouraging from short-cuts  Nothing encouraging compliance  Competence Level:  Novice but has potential  Obstacles:  No physical obstacles  Knowledge/skill deficiency  Otherwise completely capable  Solution Development:

15.  Solution development Possible Solution Part(s) of Problem Addressed Cost Estimate Intangible CostPracticalFeasibleEconomicalValue Management Mentorship Management Skill/Experience Deficiency None Overburdening a Senior Management Employee Yes Hiring an Additional Hospital Manager Reduction in Workload Recruiting, Hiring, Orientation, and Salary Costs Hospital Manager may feel he’s viewed as inadequate Yes No Workplace Communication Policy Revision Outdated communication standards NoneInitial employee resistanceYes Communication Training Lack of knowledge on Professional Communication Standards $9,000 Staff may feel offended and/or overburdened Yes NoYes Large Dry-Erase Board for Nursing Station Announcements Lack of adequate information source $40It may not be used appropriately and could cause PHI issues if patient information is displayed Yes