The ultimate goal of healthcare practice is to deliver evidence-based and patient-centered support to many clients (Laschinger & Fida, 2014). Nurse leaders (NLs) should therefore use their skills in order to improve the quality of patient care. The targeted healthcare institution plans to reduce the size of its staff due to a number of reasons. To begin with, the organization is planning to reduce its expenditures while at the same time improving the quality care availed to every patient. The current level of expenditure is affecting the performance of the institution. It has become impossible for the facility to offer timely and quality care to the targeted patients. The hospital has also been unable to support the ever-changing needs of its workers (Ulrich, 2014). This is the case because the institution’s budget has become strained than ever before. Failure to address this issue can eventually affect the organization’s ability to deliver appropriate care to every client.
The current situation has resulted in numerous challenges. For example, the level of motivation has decreased significantly within the past few months. Majority of the nurses and caregivers are no longer supporting the organization’s goals. Some of the best workplace practices such as collaboration and teamwork are no longer evident in the institution (Bond et al., 2011). The workers are currently unable to deliver patient-centered support and care to more clients. This situation is therefore making it impossible for the large hospital to become a leading provider of quality care (Laschinger & Fida, 2014). The current situation can therefore be disastrous and eventually affect the hospital’s performance. That being the case, the targeted cutbacks have forced the institution to reduce the size of its staff. The decision has been made in order to transform the nature of the working environment and deliver quality healthcare services to more patients.
Goals and Objectives
Several goals have been identified in order to ensure the proposed project succeeds. The targeted healthcare institution is not able to support most of its employees. This scenario also explains why the facility is no longer providing the best care to its clients (Yragui, Silverstein, & Johnson, 2013). The goals presented below are therefore aimed at satisfying the aforementioned problem statement.
- To reduce the current size of staff and minimize expenses.
- To retain the most competent, motivated, and courageous healthcare professionals who can support the needs of more patients.
- To promote the best workplace practices such as teamwork, cohesion, and collaboration in the facility.
The purpose of these objectives is to ensure the institution is on the right path towards addressing the existing problems. The hospital will retain the right number of workers who can promote the best healthcare practices. A new Quality Improvement (QI) strategy will be initiated in order to support the changing healthcare needs of the targeted community (Goeschel, 2011). Every practitioner in the organization will be required to focus on the best practices in order to achieve these objectives.
- To reduce the number of caregivers in the healthcare facility.
- To equip the remaining employees with the best skills such as decision-making, problem-solving, teamwork, communication, and collaboration (Ulrich, 2014).
- To minimize expenditures and focus on the best practices that can result in patient-centered care.
- To embark on a new Quality Improvement (QI) process in the healthcare facility.
Bond, A., Eshah, N., Bani-Khaled, M., Hamad, A., Habashneh, S., Kataua, H.,…Maabreh, R. (2011). Who uses nursing theory? A univariate descriptive analysis of five years’ research articles. Scandinavian Journal of Caring Sciences, 25(1), 404-409.
Goeschel, C. (2011). Defining and Assigning Accountability for Quality Care and Patient Safety. Journal of Nursing Regulation, 2(1), 28-35.
Laschinger, H., & Fida, R. (2014). New Nurses’ Burnout and Workplace Wellbeing: The Influence of Authentic Leadership and Psychological Capital. Burnout Research, 1(1), 19-28.
Ulrich, B. (2014). The Responsibility and Accountability of being a Registered Nurse. Nephrology Nursing Journal, 41(3), 241-254.
Yragui, N., Silverstein, B., & Johnson, W. (2013). Stopping the Pain: The Role of Nurse Leaders in Providing Organizational Resources to Reduce Disruptive Behavior. American Nurse Today, 8(10), 1-23.