Stakeholder Presentation

Introduction 

           The proposal aims to present the solution to the issue of low patient satisfaction in the out-patient care center of the hospital. It outlines how to implement holistic care for the patients to improve the care and elevate patient satisfaction.   

Objective

           The hospital sector has been going through significant organizational upheavals for several decades. Hospital organizations are experiencing many restructurings whose common goal is to find an efficient inpatient care model or improve coordination to provide quality care. Holistic care is a "value-based approach to health care that focuses on dignity and respect in administering care" (Ventegodt et al., 2016). These changes aim to set up a more efficient organization by elevating patient experience and increasing the quality of patient care. 

Questions and Predictions

           These changes aim to set up a more efficient organization, looking for performance, for more rigorous management of resources while complying with the new regulatory texts. Thus, reflections on the organization of hospital systems and their management methods have become a priority to achieve the objectives of quality of care and the control of expenditure (growth objective, development objective, arbitration objective). 

Change Theories and Leadership Strategies

           The process approach, combined with a change dynamic, is an essential tool for a better organization based on a shared vision (Pascal, 2000). This approach arouses the adhesion of the actors who are linked to the change of their structure because there are everyday actions that lead to acceptance (description of all the parties, communication between the actors, dissemination of information, everyone's proposals to help improve) (Sale, Page, & Penniment, 2019). 

           John Kotter, considered a great leadership guru, has detailed an 8-step model for "good change management" by managers. At the same time, the theory that can be utilized for change management is the one proposed by Kurt Lewin. Intrinsically, the change should ideally incorporate the following conditions for success as best as possible:

● The change must be beneficial for all and has significant advantages for the individuals affected.

● The difference must remain experimental and may therefore be modified during its deployment.

● The change must be as simple as possible and well understood and integrated by all.

            The change must remain compatible with the corporate culture and adhere to its values. In addition, it will be necessary to develop and execute an adoption plan as part of the change support system, considering resistance and bereavement. To obtain effective and lasting results in the context of a transformation, it is essential not only to focus on the quality of the solution but also on its acceptance (Hospodková et al., 2021). 

           Adoption mechanisms go through the design and execution of activities centered on understanding, involvement, adherence, empowerment, skills development, new behaviors, and communication. In addition, the collaboration needs to involve stakeholders in designing the change model and convince them that diverse opinions will be heard.

Team Collaboration Strategy

           Responsible for the integration of the project, which includes the monitoring all projects being prepared alongside the project steering committee (the decision-making body), capturing all project ideas and converting them into a concrete project definition, organizing the agenda of the PMO and the project steering committee, coaching projects, which differs from refining a project definition to coaching throughout project planning/execution and providing all documentation regarding project work within the hospital (Wei et al., 2020). The project manager on larger cross-functional projects (often hospital-wide projects). The project leader and the development of our new mission and vision. Lean Coach / Lean Expert: We have recently started implementing a Lean philosophy that includes continuous improvement. 

           The consultants required will be responsible for training the nursing staff. 

           The multi-department collaboration will be utilized for the project. Collaborating on a project allows you to benefit from the skills and strengths of each person involved. The multi-department cooperation will be best for the project because building culture takes various forms: conservation, planning and construction, research and communication, allocation of financial aid, and development of normative bases. At the out-patient care level, these activities are conducted by various departments and offices. This is why promoting a quality building culture requires many patient services and intersectoral collaboration (Karam et al., 2018). 

Required Organizational Resources

           The subject of resource planning in project management is gaining more importance at the same time as it is gaining in complexity. How to explain this? On the one hand, the demand for qualified personnel is greater than the supply. Moreover, the list of qualifications expected of these people is changing rapidly.

           The staffing required for the project is holistic care specialists or consultants, the hospital staff especially nursing healthcare professionals. 

           As the project aims to train the hospital staff to provide elevated holistic care to the patients, thus, there will be a need for awareness and training sessions. It will require clearing one or two rooms with the project, some refreshments, and time from the staff's schedule. All this equipment is already within the organization. For a better understanding of the roles and responsibilities of the people involved in the project, the RACI matrix is presented below: 

Project Tasks	Hospital administration	Project manager	Lean manager	Nursing staff	Patients
Locating and hiring the consultants	R	R	A	I
Arranging the training sessions	R, A	R	A	I
Attending the sessions	R, A	R, A	I	I, R
Application to practice	A	A		I, R	I

The overall financial budget of the project is estimated to be $1500—the staff time required for the training sessions and the space for the training. There might be sessions where the consultant can supervise the nurses applying holistic care to the admitted patients. Thus, access to the hospital projector room, the equipment, nurses, and patients is required.

References

Hospodková, P., Berežná, J., Barták, M., Rogalewicz, V., Severová,a L., & Svoboda, R. (2021, November). Change Management and Digital Innovations in Hospitals of Five European Countries. In Healthcare (Vol. 9, No. 11, p. 1508). Multidisciplinary Digital Publishing Institute.

Karam, M., Brault, I., Van Durme, T., & Macq, J. (2018). Comparing interprofessional and inter-organizational collaboration in healthcare: a systematic review of the qualitative research. International journal of nursing studies, 79, 70-83.

Sale, C., Page, D., & Penniment, M. (2019). Change management for radiation therapists–transitioning to the new Royal Adelaide Hospital. Journal of Medical Radiation Sciences, 66(3), 212-217.

Ventegodt, S., Kandel, I., Ervin, D. A., & Merrick, J. (2016). Concepts of holistic care. In Health care for people with intellectual and developmental disabilities (pp. 1935-1941). Springer, Cham.

Wei, H., Corbett, R. W., Ray, J., & Wei, T. L. (2020). A culture of caring: the essence of interprofessional healthcare collaboration. Journal of interprofessional care, 34(3), 324-331.