The Capstone Project is designed to be completed in sections. This is part three of the assignment. Revise your Change Proposal and Implementation Draft, using feedback from your instructor, and attach it to your paper. Add any necessary transitions to br

Running head: CAPSTONE PROJECT: IMPLEMENTATION PLAN 1

CAPSTONE PROJECT IMPLEMENTATION PLAN 6

Capstone Project: Implementation Plan

Kalkita Dodson

HLT-494

Lilia Chavarria

Capstone Project: Implementation Plan

Organizational Resources Needed to Implement and Maintain Cervical Cancer Care through Screening, Diagnosis, Treatment, and follow-up

           Cancer prevention services necessitate the integration of the treatment and palliative medicine services that have been incorporated into national efforts of cancer control. Resources to enhance the acquisition of information and education for the awareness creation on providers and the clients constitute among the essential support required by an organization in effecting care delivery and overall outcome improvement (WHO, 2013). Organizational policymakers constitute an integral component and determinant of the quality of care dispensed as they are the core policy and strategy developers. The process of effecting systems and the implementing staff geared towards improved screening, diagnosis, treatment, and follow-up requires considerable organizational resources to increase the availability and accessibility of the programs.

           Organizational staff training to ensure competency in the execution of particular roles in the overall cancer diagnosis and treatment program. Appropriate human resources and capacity to facilitate staff performances to standard norms also constitute an integral part of the organizational resources required in care provision. Aapro et al. (2017) note that the community members should also be provided with the requisite information regarding the geographical location for care access and also monitoring and evaluating programs.

Stakeholders Needed to Support the Implementation of the Proposed Plan and their Significance in Implementing the Change Plan

           The implementation of organizational changes is a multi-faceted concept that necessitates a collaborative approach for effective care delivery. The healthcare discipline is complex and includes the interplay between corporate leadership, various care providers, and community stakeholders such as local organizations, community leaders, and client representatives. Notably, the stakeholders' roles vary in distinct settings but contribute to the overall improvement and success of the program. Specifically, organizational leadership is responsible for the formulation and development of requisite policies and strategies appropriate for cervical cancer best management approaches and practices while the care providers practically implement the proposed changes in practice (Delilovic et al., 2019). Besides, community leaders possess a significant leadership role in fostering public education and subsequent participation in the implemented program.  

Impact of Cervical Cancer Change Plan on the Organization and its Stakeholders

           The current trend in healthcare provision necessitated more spending by the patients on medications and other vital services. However, contemporary trends aim at the improvement of care access affordability hence the development of appropriate management and treatment options for the condition. According to WHO (2013), the collaborative strategies foster the potential for impact as the stakeholders have a common agenda with join approach to the healthcare problem and a clear communication strategy that enhances mutual trust among them. Importantly, healthcare organizations can achieve the outcomes of interest relating to client health through enabling better access to screening and diagnostic procedures that aid in early disease condition identification and treatment and follow-up procedures for appropriate treatment options before the condition progresses in the stage. Notably, cancer disease progression complicates available potential treatment options, diminishing the recuperation potential, thus substantially increasing the disease morbidity and mortality incidences.

Timeline for the Implementation Plan

           The implementation plan for cancer management necessitates the development of appropriate, well-crafted schedules for the various inter-dependent activities, whose collaborative efforts aides in enhancing proper care for the patients. Such encompass setting the timelines for activities targeting timely completion of requisite practices appropriate before launching the cancer improvement program and getting client appointments and test results after the launch (Aapro et al., 2017).

Notably, the organizational management has a significant role in enhancing and coordinating the implementation of various activities aimed at offering, maintaining and improving prospected support to the clients and the providers (Adesoye et al ., 2016). However, specific timeline identification largely depends on the overall size of the organization.

Implementation Steps

           Following the formulation is the implementation of the proposed improvements aimed at outcomes of interest to the care providers and the patients. Organizational determination of implementation strategies that primarily aims at the specific needs of the presenting clinical problem top the list and encompasses the provision of interactive assistance, training, and educating the stakeholders and engaging consumers (Aapro et al., 2017). Following is the reporting of the implementation interventions to the relevant stakeholders for assessment and probable improvement. Prioritizing actions through care coordination and information support and the identification of the range of contextual issues that require considerations in the delivery of the recommended activities is also a significant phase. Leadership for implementation is practical in the short-term, and long-term aspirational actions and the final step constitute the monitoring and evaluation phases of the implemented mode of operation.

Potential Barriers to Implementing the Change Plan and Steps for Overcoming the Barriers

           Clinical implementation of the proposed modalities faces various barriers at distinct levels of the implementation phase, including at the research and clinical trials phase through to the uptake into local practice. Such encompass restrictions in regulatory approval that primarily varies between countries such as the European Union Clinical Trial Regulation and purposes in reducing bureaucracy in the respective clinical development programs. Besides, the reimbursements of funding decisions regarding the various components of cancer care vary in care settings and could significantly impede the implementation of the proposed program change. Variations in the uptake of innovations across different healthcare settings depict the absence of specialization hence reliance on outdated treatment approaches (Delilovic et al., 2019).

           Efforts to enhance a harmonized and efficient evaluation of innovations in the clinical setting facilitates transparency hence aids the regulatory approval process through enabling organizations to present appropriate measures aimed at best patient interests. Furthermore, reimbursement decisions should focus on investments and in the impact of cost and outcome and regular update of the standard professional clinical guidelines important for assessing the intervention effectiveness (Santilli & Vogenberg, 2015). Promoting an innovation culture that allows constant clinical practice review diminishes variations in innovation uptakes.

References

Aapro, M., Astier, A., Audisio, R., Banks, I., Bedossa, P., Brain, E., Cameron, D., Casali, P., Chiti, A., De Mattos-Arruda, L., Kelly, D., Lacombe, D., Nilsson, P. J., Piccart, M., Poortmans, P., Riklund, K., Saeter, G., Schrappe, M., Soffietti, R., … Naredi, P. (2017). Identifying critical steps towards improved access to innovation in cancer care: A European cancer organization position paper. European Journal of Cancer, 82, 193-202. https://doi.org/10.1016/j.ejca.2017.04.014

Adesoye, T., Greenberg, C. C., & Neuman, H. B. (2016). Optimizing cancer care delivery through implementation science. Frontiers in Oncology, 6. https://doi.org/10.3389/fonc.2016.00001

Delilovic, S., Hasson, H., Åhström, M., & Von Knorring, M. (2019). Implementing standardized cancer patient pathways (CPPs) – a qualitative study exploring the perspectives of health care professionals. BMC Health Services Research, 19(1). https://doi.org/10.1186/s12913-019-4413-6

Santilli, J., & Vogenberg, F. R. (2015). Key strategic trends that impact healthcare decision-making and stakeholder roles in the new marketplace. American health & drug benefits, 8(1), 15.

World Health Organization. (2013). WHO guidelines for screening and treatment of precancerous lesions for cervical cancer prevention. World Health Organization.