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ChangeproposalFinal.docxRunning head: CHANGE PROPOSAL 9
CHANGE PROPOSAL 10
Planning for Community and Organizational Change
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Community Health Change Proposal
Summary
Benefits and Implications
The Jordan community in Minnesota shows the region has no close clinics facilitating access to care. This requires immediate intervention for the community to grow healthy and economically. The lack of close and accessible clinics pauses a health problem for a small community like Jordan and needs an intervention that makes the population be in good health (Smith & Burdine, 2017). The proposed changes are lobbying for developing clinics in the area that serve the locals' interests and promote an immediate care response. The solution makes it possible for locals to stop going a long distances to acquire primary care. The proposed changes are significant in the area because an institution attracts other opportunities in the area that include the development of a road network and also the growth of business operations to serve the needs of the people. Investors and other people are likely to settle in an area that is assured of good health, and having a clinic is a good intervention. The development of a clinic in the region is a source of expansion with the motive of improving healthcare in the community, including promoting awareness about disease prevention and mentoring future doctors and nurses (Smith & Burdine, 2017). The direct benefit of the proposed change is that it promotes health care access, improved quality of life, and rapid growth in the area in terms of the population due to reduced mortality. Improving the community's overall health through the development of clinics contributes to a better understanding of disease prevention, reducing hospitalization, and better access to healthcare services by the patients.
Potential Barriers to Change
The main barrier to the change in community health is the population's resistance to welcoming new changes that might interfere with the culture and way of life. Jordan's community is small, and people are likely to know each other, and the idea of bringing clinics without their involvement might trigger resistance, feeling that the motive might not be positive. The factor that communities contribute to the barriers to change is their move to challenge the motive of bringing changes where most of them are comfortable with their status quo (Dauner & Loomer, 2021). There is also doubt of the locals in terms of getting professionals from within to become health professionals in the clinic and resist people of a distinct culture. It is normal that most people become comfortable with their culture and norms and are likely to resist change when they feel that their interests are not incorporated. The factors include a small number of the locals who are close to each other and are worried about potential increases in people that interfere with the friendship and cooperation that they have as a community, especially when the population grows due to good health brought by bringing new clinics in the community to make access to health easy and close. The fear of the unknown is always there and affects any changes that are introduced. There are also diverse ideas of how the community believes the best intervention for better healthcare services. The issue is evident because diversity makes it difficult to attain consensus regarding the agreement. The diverse issues and ideas from the community become a barrier to change. Addressing the issue of clinics being far from the community might become challenging, especially when the community disagrees on the exact location of a clinic affecting the implementation of the project. Another barrier is limited education in the population which makes it difficult for them to understand the considerations followed to have a clinic in a given location, and they feel that their contributions are not respected.
The significant strategies in changing the barriers to opportunities involve community leaders and active members in the proposed change. The move includes allowing them to choose the appropriate location for the new clinic and also understand the motive in detail, including their direct benefit of having the change happen in the locality. The approach of involving the local leaders in the community in the change activity is an opportunity because they have a deeper understanding of the community's needs in terms of education and how a close clinic affects their healthcare status (Dauner & Loomer, 2021). It becomes an opportunity because the community leaders have an influence making it possible to have people on our side to champion for clinic development intervention initiative and strengthen the lobbying to get a financial breakthrough to make it a success.
Stakeholder Communications
The project proposal is about bringing a clinic close to the community as a strategy to improve healthcare services is important towards improving the quality of life of the people, which leads to their economic development since healthy is paramount for development in a community like Jordan. Members of the organizations, the healthcare team, members of the community, and community leaders all count as stakeholders. Community-driven clinic project development requires extensive dialogue between various stakeholders and their support that leads to the project's success. A month before the assessment process, community members are informed through a combination of online and in-person meetings and weekly reminders (Warner & Benge, 2019). Because of their familiarity with the area, people, and knowledge of how to get their message across, community leaders are often tasked with disseminating information. Memos are regularly distributed to keep the company's research team in the loop. The involvement of all the stakeholders makes the process smooth by ensuring there is no resistance and everyone understands the motive of the change initiated, that is, having a close clinic in the Jordan community. The approach works toward the community's interest to get access to healthcare through the development of clinics in the community is worth the investment to solve the problem of going a long distance to access healthcare services.
References
Dauner, K., & Loomer, L. (2021). A qualitative assessment of barriers and facilitators associated with addressing social determinants of health among members of a health collaborative in the rural Midwest. BMC Health Services Research, 21(1). https://doi.org/10.1186/s12913-021-06859-6
Smith, L., & Burdine, J. (2017). Community Health Assessment Opportunities and Challenges in the 21st Century: Implications for Professional Development. Journal Of Public Health Management And Practice, 23, S63-S64. https://doi.org/10.1097/phh.0000000000000601
Warner, L., & Benge, M. (2019). Conducting the Needs Assessment #4: Audience Motivations, Barriers, and Objections. Edis.ifas.ufl.edu. Retrieved 15 August 2022, from https://edis.ifas.ufl.edu/publication/WC342.
Appendix A: Grant Proposal
Need Statement
The problem of not having clinics close to the community is addressed by developing clinics within the community to address the problem. The entire population is affected by the problem, and the statistics show that 5981 people experience a challenge in accessing care since they have to move a distance away from Jordan. The barrier is the community being against new cultures and changes that disrupt their status quo. The source of information is through the survey. The other change is initiating awareness programs by healthcare professionals for health prevention and developing more clinics.
Program Description
The proposed change concerns community involvement in the assessment, where they contribute to developing a clinic that makes access to care close. The proposed change is implemented by choosing the right team and having a strict plan to follow for successful completion.
Goals and Objectives
The goal is to have close clinics to improve access to care.
Objectives:
To offer quality health care services by having the best community clinic.
Increasing the healthcare services by 20% through the development of a clinic close to the people of the Jordan community.
Program Evaluation
The project manager is responsible for the oversight role, and the activity is evaluated after every three months to check if the proposed intervention is working. The company executive management receives the evaluation report. Stakeholders' involvement is done just from the start to avoid resistance.
Summary
The change is vital in the community because it brings about better intervention to health issues affecting the people and also better business growth. The initiative is critical because clinics close to the people help address emergencies and promote early screening of diseases and primary care.
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Appendix B: Project Budget
Table directions:
Add table rows, as needed, for each budget category.
Enter the information (startup, first-year budget figures, other sources of revenue, and justification) for each budget category line item in columns 2–5.
