sections 1-2; sections 3-6

Section 3: Goals, Objectives, and Strategies

Strategic planning is a crucial part of looking into the future in a very organized and systematic manner. The success of any project depends on how well thought out the plan was, the way in which the activities within the project are organized, the labeling of the things that require to be done as well as the capability of involved team members to actively engage in the listed activities and carry them out as expected. The goals of the plan reflect on the end result; they are used to measure how effective the plan was in meeting the expected outcomes. The objectives of the plan are used to guide the stakeholders of the project in moving towards the right directions in order to achieve the required results. The strategies are the actual steps to be carried out within the project in order to help meet the goals and objectives of the plan.

The goals of the healthcare reform plan include; increasing the quality of care that the healthcare providers give to the patients, reducing the number of cases of re-hospitalization which are caused by delivery of low quality medical care to reduce the costs of medical care services, increasing the association between patients and the medical practitioners as well as ensuring that there is maximal cooperation between the healthcare providers (Thomas & Roussel, 2020).

The objectives of the healthcare reform plan are increasing the concentration on promotion of health as well as prevention of illnesses, improving the quality of services given by ensuring that all medical care givers are able to follow all the outlined principles in the hospital settings, encouraging the interaction between medical care givers and patients to ensure that their responsiveness to medical treatment is increased, helping healthcare givers improve their performance by motivating them to collaborate and work together as a team (Jeffs et al, 2019).

The strategies of the healthcare reform plan involve developing community outreach programs which are aimed at educating the community members on how to lead a healthy life to ensure they prevent occurrence of certain medical conditions, developing team building activities which are geared at encouraging medical practitioners to learn how to work together to achieve a common goal, increased monitoring of the activities within the hospital setting and ensuring that the transcultural medical care guidelines are followed and the patients are involved in all decisions made regarding their treatment.

The success of the goals of reducing the cases of re-hospitalization will be defined by the downward trend of the numbers of these cases. It will be monitored through the ratings that the patients give regarding the care they receive as well as the responsiveness of the patients to the care they are given. Improving on the quality of care provided to the patients will be defined by the ability of the medical practitioners to follow the outlined care-giving guidelines as well as the relations that the medical practitioners build with the patients (Harrison & Thompson, 2015). Further, the cooperation between medical care givers will be defined by the increased involvement of medical practitioners in the cases which other care givers are assigned to be in-charge of.

The outlined strategies, goals and objectives of the reform plan will be used to ensure that the patients are given the care that they require, the medical care givers are able to assist one another and the whole healthcare system is able to minimize the numbers of unsatisfied patients who are given low quality care (Janbazi et al, 2019). Healthcare givers are sometimes unable to resolve certain medical conditions on their own but the assistance they receive from other individuals in the same sector will guarantee that they give the best care to the patients and ensure that these clients are able to accept the outlined treatment plans as well as follow the guidelines given (Thomas & Roussel, 2020). Moreover, the healthcare management will be in a better position to ensure that all operations within the healthcare system are carried out as expected thereby maximizing the productivity of the facilities.

Section 4: Proposed Core Team of Change Champions

The coalition team that will be involved in realizing the reformation of the healthcare operations will consist of the management of the various facilities, a number of community members, some staff in the healthcare facilities as well as the consultants in this industry. The community members are included in the team because they consist of the individuals who receive care and therefore know exactly which areas need to be rectified, the staff members will be required to contribute in determining how the operations should be improved within the hospital-setting, the management will contribute in identifying the methods in which the goals and success of the project will be monitored and defines and the consultants will greatly help in creation of a strategic plan that has a higher success rate.

All the internal and external stakeholders in the project will equally contribute in coming up with opinions that will be utilized in determining the means in which the hospitals can remain relevant and responsive to the needs of the patients and the community members (Soysa et al, 2018). They will be engaged in development of a clear and consistent organizational focus through consulting them in all the procedures which are taken in creation of a strategic plan. In addition, they should be involved in the process of making decisions within the project so as to consider their opinions which will enable the project activities to remain on track with the created objectives.

There will be a well detailed schedule which dictates the time when the stakeholders are expected to meet with the project manager in order to conduct the operations of the project. All the activities within the project will be collectively performed by all members in order to ensure that there is collaboration between the team members. One-on-one meetings will be performed to ensure that all members contribute towards the project. However, the project manager will be allowed to communicate with stakeholders via platforms such as social media and other software for video calls so s to engage all members in the happenings of the project. Motivation and engagement of stakeholders is vital, and thus the project manager will ensure that the members are motivated through reminding them of the outcomes of the project and ensure that they are assigned different tasks so as to ensure that all individuals are engaged.

Section 5: Budgeting and Timeline Tools

Meeting the project objectives will necessitate the strategic plan to use certain finances to ensure that all operations are conducted smoothly. Financial resources will ensure that all the activities within the plan are performed without delays and will be helpful in rewarding the human effort that the stakeholders will put in developing a sustainable and reliable plan for change within the healthcare system (Thomas & Roussel, 2020).

The budget and time monitoring tools are used to measure the progress of the project in terms of the total costs which all activities have incurred and the duration they required to be completed. The project manager uses these tools to identify the already spent time and finances and the remaining resources. This ensures that they are able to develop better techniques of using the remaining resource effectively in order to meet the requirements of the project. The table below demonstrates the financial analysis of the strategic plan. 

Timeline for the implementation of change in the healthcare facility using CPM

B

E

F

A

D

C

Section 6: Balanced Scorecard

The balance scorecard is a tool that enables organizations to assess the influence that certain changes have on the sectors which they are implemented. In this scenario, the balance scorecard will be used to evaluate whether the initiate plan is efficient in improving the medical care giving processes as well as estimate the needed financial resources in carrying out all the listed out activities (Lowe et al, 2018). The ability of the balance scorecard to involve all the outcomes of the plan and their success will enable the management to evaluate whether the finances which are used in the project can be equated with the quantified success of the proposed change.

Further, the balance scorecard will link the satisfaction of the patients with the reformations with the activities which were performed to ensure that these changes are done and thus be able to point out the specific decisions which ensured that the change was efficient in bringing out the needed results. It will ensure that all internal and external operations are assessed to measure their worth in promoting health and awareness as compared to the invested finances. The balance scorecard is used to measure the performance and the strategies which are set within the project making it easier for the project managers to identify the changes that need to be implemented in order to meet the expectations of the project.

References

Harrison, J. S., & Thompson, S. M. (2015). Analysis of the organization and its stakeholders. In Strategic management of healthcare organizations: A stakeholder management approach (pp. 39–56). Business Expert Press.