Developing an Implementation Plan
Large-scale, conceivably innovative health implementations are being undertaken in the hope that the significant financial, individual, and institutional assets being crafted in cancer health management and treatment, as well as related advancements, will expedite individual and corporate work processes, thereby improving the quality, safety, and efficiency of care.
The endeavor may frustrate frontline physicians and organizations since the systems may not suit their regular workflows, and the predicted individual and organizational advantages may take longer to emerge. To successfully implement the initiative, it is necessary to mirror research mapping and supplement this with other impactful institutions’ experiences, as well as a variety of nationwide analyses of numerous large health systems to provide pivotal guidelines that can facilitate efficient implementation efforts (Bai & Zare, 2020).
In doing so, we want to enhance policy and practice development to facilitate more successful integration into complicated healthcare systems. This is especially pertinent in light of the US Healthcare setting, which contains a $19 billion stimulus package to encourage the use of more independent hospitals and related functions.
Budget for the Proposed Wilmot Webster Cancer Center
A budget showing the expenses and predicted revenues over four years has been established, with the fifth year mostly for inflows since the project will be finished. The budget is based on the premise that the initiative will be finalized by the 4th year, with finishing touches performed in the fifth year.
However, this will mostly be to work on any difficulties that have arisen with the delayed equipment supply before fully finalizing it. As a result, the budget includes the projected income for the entirety of the implementation stage, and the annual revenue may be estimated by expecting and calculating the client numbers by the consulting price billed per patient.
This does not include any lab or extra tests performed on the client throughout the appointment, which is a supplementary source of revenue for the hospital. The expected charge for each appointment is $100, which is the amount utilized on the earnings for the whole period. The pay will be primarily for the 6 physicians (14000 per month), 13 nurse practitioners (4000 per month), and 4 medical assistants who will be paid $500 per month for working three days each week.
Current employee pay was not considered since they existed before the WCC initiative and operated under the University of Rochester Medical Center. The average annual salary growth rate in the United States is 2.7%, according to the Economic Policy Institute (2018). Salaries at the WCC are likely to increase by 3% every year as a result of this. In years four and five, more costs will be required to acquire a full-time nurse practitioner and a full-time physician to satisfy the patients’ demands.
The pricing has been modified proportionally to cover the higher expense each year. The hospital’s administrative personnel will be trained on how to use the system and handle questions as they occur. Their present job description will be slightly updated to reflect the new jobs created by the new system.
Concerning the contracts and obligations, an amended nondisclosure agreement will be developed for all WCC and URMC staff members. Departments will be accountable for a variety of distinct yet interconnected duties at the same time. According to Cresswell et al. (2019), this will allow the budget to incorporate the complexity and must be conveyed to the team in an understandable fashion.
Communication is critical in this situation, and the larger the URMC organization, allowing the more consistent and effective the communication. All employees must comprehend the objectives of WCC, the budgetary allocated, and how their activities may overlap with those of other teams. If there is likely to be an over- or under-spend of the budget, the URCM management should be informed as soon as possible.
For example, a little overspend on simulation equipment in the first quarter may balloon into a big overspend by the end of the fiscal year (Sullivan et al., 2018). It is critical to measure cost and analyze utilization and consequences continuously.
A hospital’s typical building costs vary widely. According to reports, the average cost of a hospital is between $60 million and $190 million, depending on the location in which it is built. There are a few methods for estimating hospital building expenses. One way to look at hospitals is by their size (Sullivan et al., 2018). Considering the number of beds in the institution is a simple approach to estimating the cost of a hospital.
Construction expenses for a hospital with 50 beds will vary between $28 million and $89 million. This includes labor costs. WCC is expected to be a 200-bed facility to cater to the significant number of clients undergoing chemotherapy. From the estimated budget of a 50-bed facility, WCC with a 200-bed capacity should cost up to $356 million. Hospital Divisions and Components
Hospital budgeting will follow this assumption: Hospital budgeting can be predicted using the hospital’s departments. Hospitals are divided into units that perform distinct functions. These units are often made up of the following components: i) Hospital Administration: Hospital administration includes offices. They are in charge of the facility’s administrative needs. These sections are often significantly larger at teaching hospitals.
On average, these places cost between $500,000 and $600,000 to build. WCC is affiliated with a teaching hospital and a university. ii) Capacity of the Hospital: They contain spaces for maintenance, laundry, and catering services. They typically cost between $490,000 and $1.3 million, depending on the demands of the institution. iii) Hospital Safety Regulations: The cost of hospital safety standards is determined by the services provided.
Sanitation is one of them. iv) Hospital Safety Standards: The price of hospital safety standards varies depending on the services provided. Sanitation, oxygen and gas supply, and radiological requirements are among them. The cost of hospital safety standards might range between $3.5 million and $6.4 million. v) Medical Departments: The medical departments account for the majority of hospital building expenditures. Each emergency department, surgery department, and the diagnostic department has its own set of fees. A hospital’s medical departments typically cost between $67 million and $79 million to build.
Rolling out the Economic Initiative
The first phase in the implementation strategy is to construct and employ individuals, integrate them into the system, and create process flows that are linked to the entire organization. The 23 experts will work closely with patients and serve as leaders in conjunction with URMC consultants.
The process flow charts and documentation will be completed within three months, following which the employees and management will explain the organization’s needs for the WCC system and the deal breakers of the WCC system. Once completed and addressed with top management, detailed mapping of current local processes before implementation can assist in limiting this risk and highlighting existing problems as well as the potential for development (Cresswell et al., 2019).
Professional, management, and administrative consensus must be created around the project’s strategic objective, as well as the tools to enable its implementation. This may entail deciding whether to aim for drastic changes across the business or whether to start by simplifying certain procedures and then gradually increase functionality (Sullivan et al., 2018). This is appropriate, but it is also necessary to include and get the support of various professional stakeholder groups to allow co-ownership and assure commitment.
Once the new system has been approved, the following step is to install it and conduct an internal test to determine its feasibility for the first year (Cresswell et al., 2019). Any bottlenecks are dealt with as they arise, and the staff will provide input on any difficulties encountered and how the system may be improved. After a year, management will provide feedback or agree to roll out the system once all improvements have been completed.
Strategies to Deal with Dynamic Environmental Forces
Strategic analysis profoundly explores the influence of competitiveness with an emphasis on a business’ environmental environment, which takes many various forms in an effort to achieve a favorable position such as pricing, marketing campaigns, new product launch, quality improvement, and warranty when an opponent feels obligated to boost revenue or see a chance to enhance its position and organizational performance (Walsh, 2018).
One of the most important aspects to examine is the number of patients in the surrounding neighborhood and beyond. Given that the hospital is located in a business district, the current influx of patients is outstanding, and the same is very competitive in adjacent hospitals, so service offerings will set WCC apart.
Considering the new cancer center, URMC has chosen to enhance its bandwidth by promoting on social media and offering discounts on community services. However, the patients’ demands may vary over time, and this will be addressed as it occurs and modified accordingly.
The proportion of the discounts given and the advertising cost within the budget is relatively tiny and, as such, will have no effect on the budget (Walsh, 2018). Furthermore, the present monthly patient numbers have not been completely utilized, therefore the additional expenditures will continue and be in keeping with the current budget constraints set for WCC services.
Muthai (2018) shows that after implementing all techniques, other competitors may emerge from the extended rivalry. Existing competitor rivalry takes many common forms, including price cuts, the launch of new services, advertising campaigns, and service enhancements.
High competition inhibits an industry’s profitability. It is vital to remember that the degree to which rivalry reduces an industry’s profit potential is determined first by rivalry among current rivals and second, by the intensity with which organizations compete, as well as the foundation on which they compete (Muthai, 2018).
To counteract this, the URMC should first establish its market position and battle against the competitors that undermine its strategic position before developing and implementing firm strategies, which industry factors have a significant influence on.
Planning for transformational organizational projects of any sort necessitates both focused and introspective efforts. Although planning must be flexible, there are certain broad guidelines that tend to describe good preparedness across enterprises and technology. These include the previously noted need to interact and confront competition and successfully budget.
It is critical to consider not just what other businesses have done but also to prioritize the installation of capabilities that will benefit the biggest number of end-users as soon as feasible. Implementation tactics must be matched to the organizational context and systems.
Bai, G., & Zare, H. (2020). Hospital cost structure and the implications on cost management during COVID-19. Journal of General Internal Medicine, 35(9), 2807–2809. https://doi.org/10.1007/s11606-020-05996-8
Cresswell, K. M., Bates, D. W., & Sheikh, A. (2019). Ten key considerations for the successful implementation and adoption of large-scale health information technology. Journal of the American Medical Informatics Association: JAMIA, 20(e1), e9–e13. https://doi.org/10.1136/amiajnl-2013-001684
Economic Policy Institute. (2018). Nominal wage tracker. Economic Policy Institute. https://epi.org/nominal-wage-tracker/
Muthai, M. M. (2018). The effects of environmental factors on strategy implementation in private hospitals in Nairobi county, Kenya. Usiu.Ac.Ke. https://erepo.usiu.ac.ke/bitstream/handle/11732/4105/MARIA%20MUTHEU%20MUTHAI%20MBA%202018.pdf?sequence=1&isAllowed=y
Sullivan, J. L., Adjognon, O. L., Engle, R. L., Shin, M. H., Afable, M. K., Rudin, W., White, B., Shay, K., & Lukas, C. V. (2018). Identifying and overcoming implementation challenges: Experience of 59 noninstitutional long-term services and support pilot programs in the Veterans Health Administration: Experience of 59 noninstitutional long-term services and support pilot programs in the Veterans Health Administration. Health Care Management Review, 43(3), 193–205. https://doi.org/10.1097/hmr.0000000000000152
Walsh, K. (2018). Managing a budget in healthcare professional education. Annals of Medical and Health Sciences Research, 6(2), 71–73. https://doi.org/10.4103/2141-9248.181841
Developing An Implementation Plan
Developing an Implementation Plan
Develop a 6-7-page implementation plan for the initiative you proposed in Assessment 1. Include a budget for material, staffing, and capital costs over the first five years of the initiative, as well as projected earnings. In addition, include a timeline, an organizational impact analysis, and an explanation of the effects of environmental changes on the initiative.
Note: Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, you must complete the assessments in the order in which they are presented.
As a master’s-level health care practitioner, you may be expected to create budgets and implementation plans to ensure that initiatives to take advantage of economic opportunities for the organization are rolled out successfully and can be sustained over multiple years. Additionally, it is important to be able to envision how an initiative could be implemented in different contexts and for different purposes to ensure that the investment remains a viable and positive asset to your organization or care setting.
Develop a thorough implementation plan for the economic initiative you proposed in Assessment 1. Your plan must include a budget for material, staffing, and capital costs over the first five years of the initiative, as well as projected earnings. In addition, include:
- A plan and timeline for rolling out the initiative.
- An analysis of how the initiative may impact other aspects of the organization or care setting.
- An explanation how the initiative can remain viable in the face of environmental changes.
- Sufficient relevant and credible supporting evidence.
Note: Remember that you can submit all, or a portion of, your draft implementation plan to Smarthinking for feedback before you submit the final version for this assessment. If you plan on using this free service, be mindful of the turnaround time of 24–48 hours for receiving feedback.
The requirements for your implementation plan, outlined below, correspond to the scoring guide criteria, so be sure to address each main point. Read the performance-level descriptions for each criterion to see how your work will be assessed. In addition, be sure to note the requirements for document format and length and for supporting evidence.
- Create a budget for expected costs and earnings over the first five years of your proposed initiative.
- What are the expected material, staffing, and capital costs of your proposed initiative over its first five years?
- What are the projected earnings for your organization or care setting over the first five years of your economic initiative?
- How does this budget take into account the findings and feedback you received on your business case?
- What assumptions are you basing your budget on?
- Create an implementation plan for your proposed initiative that enables achievement of quality or service improvements in an ethical and culturally equitable way.
- Did you create a timeline for the rollout?
- How will you work with relevant stakeholders to ensure that your economic initiative is implemented successfully and sustained?
- How will you ensure that the rollout is conducted in an ethical and culturally equitable manner?
- How will you ensure that the desired quality or service improvements your economic initiative will achieve are on track during and after implementation?
- Analyze the impact of your proposed initiative, once implemented, on other aspects of your organization or care setting and ways in which negative impacts could be mitigated.
- What other aspects of your organization or care setting may be positively or negatively impacted by the implementation of your proposed initiative?
- How will these other aspects of your organization or care setting be affected? (For example, increased workload on a testing department, borrowing of staff hours from another part of the care setting, or better communication with the community.)
- How could you mitigate at least some of the negative effects on other aspects of your organization or care setting?
- Explain your strategies for ensuring that your proposed initiative can remain a viable asset to the organization or care setting in the face of dynamic environmental forces.
- What are the environmental risks to your economic initiative?
- How could your initiative, or aspects of it, still be a viable benefit to your organization or care setting if the environment shifts in unpredictable ways?
- What strategies would you propose implementing to keep all, or a portion of, your initiative a viable net benefit to your organization or care setting?
- Justify the relevance and significance of the quantitative and qualitative economic, financial, and scholarly evidence you used throughout your plan to support your recommendations.
- How is the evidence relevant to your organization or care setting?
- How is the evidence relevant to your proposed economic initiative?
- How does the evidence illustrate a solution that has been successful in the past?
- How does the evidence illustrate that a recommendation is the best course of action for your situation and organization or care setting?
- Write concisely and directly, using active voice.
- Proofread your document before you submit it to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your implementation plan.
- Adhere to the rules of grammar, usage, and mechanics.
Example Assessment: You may use the following to give you an idea of what a Proficient or higher rating on the scoring guide would look like:
Your assessment should also meet the following requirements:
- Format: Format your implementation plan using current APA style. Use the APA Style Paper Tutorial [DOCX] to help you in writing and formatting your implementation plan. Be sure to include:
- A title page and references page. An abstract is not required.
- A running head on all pages.
- Appropriate section headings.
- Length: Your implementation plan should be 6–7 pages in length, not including the title page and references page.
- Supporting evidence: Cite 3–5 authoritative and scholarly resources to support your implementation plan. Be sure that your sources include specific economic data.
Portfolio Prompt: You may choose to save your implementation plan to your ePortfolio.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment scoring guide criteria:
- Competency 1: Analyze the effects of financial and economic factors (such as cost-benefit, supply and demand, return on investment, and risks) in a health care system on patient care, services offered, and organizational structures and operation.
- Create a budget for expected costs and earnings over the first five years of a proposed initiative.
- Analyze the impact of a proposed initiative, once implemented, on other aspects of an organization or care setting and ways in which negative impacts could be mitigated.
- Competency 2: Develop ethical and culturally equitable solutions to economic problems within a health care organization in an effort to improve the quality of care and services offered.
- Create an implementation plan for a proposed initiative that enables achievement of quality or service improvements in an ethical and culturally equitable way.
- Competency 3: Justify the qualitative and quantitative information used to guide economic decision making to stakeholders and colleagues.
- Justify the relevance and significance of quantitative and qualitative economic, financial, and scholarly evidence used throughout an implementation plan to support recommendations.
- Competency 4: Develop ethical and culturally equitable economic strategies to address dynamic environmental forces and ensure the future security of an organization’s resources and its ability to provide quality care.
- Explain strategies for ensuring that a proposed economic initiative can remain a viable asset to an organization or care setting in the face of dynamic environmental forces.
- Competency 5: Produce clear, coherent, and professional written work, in accordance with Capella writing standards.
- Write concisely and directly using active voice.
- Adhere to the rules of grammar, usage, and mechanics.
Developing an Implementation Plan Scoring Guide
|Create a budget for expected costs and earnings over the first five years of a proposed initiative.||Does not create a budget for expected costs and earnings over the first five years of a proposed initiative.||Creates a five-year budget that overlooks key costs and earnings inputs that should be reasonably expected.||Creates a budget for expected costs and earnings over the first five years of a proposed initiative.||Creates a budget for expected costs and earnings over the first five years of a proposed initiative, and identifies assumptions on which the budget is based.|
|Create an implementation plan for a proposed initiative that enables achievement of quality or service improvements in an ethical and culturally equitable way.||Does not create an implementation plan for a proposed initiative.||Creates an implementation plan for a proposed initiative that overlooks important considerations that can jeopardize a successful roll-out.||Creates an implementation plan for a proposed initiative that enables achievement of quality or service improvements in an ethical and culturally equitable way.||Creates an implementation plan for a proposed initiative that enables achievement of quality or service improvements in an ethical and culturally equitable way. Provides clear, insightful collaboration and facilitation strategies to ensure success during and after implementation.|
|Analyze the impact of a proposed initiative, once implemented, on other aspects of an organization or care setting and ways in which negative impacts could be mitigated.||Does not describe aspects of an organization or care setting affected by a proposed initiative, once implemented, and potential negative consequences.||Describes aspects of an organization or care setting affected by a proposed initiative, once implemented, and potential negative consequences.||Analyzes the impact of a proposed initiative, once implemented, on other aspects of an organization or care setting and ways in which negative impacts could be mitigated.||Analyzes the impact of a proposed initiative, once implemented, on other aspects of an organization or care setting and ways in which negative impacts could be mitigated. Identifies relevant contextual factors, key uncertainties, and/or underlying assumptions. Ensures the proposed mitigation strategies reflect an astute assessment of negative consequences.|
|Explain strategies for ensuring that a proposed initiative can remain a viable asset to an organization or care setting in the face of dynamic environmental forces.||Does not outline strategies for ensuring that a proposed initiative can remain a viable asset to an organization or care setting in the face of dynamic environmental forces.||Outlines strategies for ensuring that a proposed initiative can remain a viable asset to an organization or care setting in the face of dynamic environmental forces.||Explains strategies for ensuring that a proposed initiative can remain a viable asset to an organization or care setting in the face of dynamic environmental forces.||Explains strategies for ensuring that a proposed initiative can remain a viable asset to an organization or care setting in the face of dynamic environmental forces. Clearly articulates perceptive contingency plans, based on realistic, logically deduced risks.|
|Justify the relevance and significance of quantitative and qualitative economic, financial, and scholarly evidence used throughout an implementation plan to support recommendations.||Does not describe the quantitative and qualitative economic, financial, and scholarly evidence used throughout an implementation plan to support recommendations.||Describes the quantitative and qualitative economic, financial, and scholarly evidence used throughout an implementation plan to support recommendations.||Justifies the relevance and significance of quantitative and qualitative economic, financial, and scholarly evidence used throughout an implementation plan to support recommendations.||Justifies the relevance and significance of quantitative and qualitative economic, financial, and scholarly evidence used throughout an implementation plan to support recommendations. Presents a persuasive argument strengthened by explicit evaluation criteria and a perceptive interpretation and synthesis of the evidence.|
|Write concisely and directly using active voice.||Does not write concisely and directly using active voice.||Writes passively, with a tendency toward wordiness.||Writes concisely and directly using active voice.||Writes concisely and directly. Conveys precise and unequivocal meaning through clear and consistent use of active voice.|
|Adhere to the rules of grammar, usage, and mechanics.||Does not adhere to the rules of grammar, usage, and mechanics.||Errors in grammar, usage, and mechanics inhibit readability and comprehension and detract from good scholarship.||Adheres to the rules of grammar, usage, and mechanics.||Exhibits strict and nearly flawless adherence to the rules of grammar, usage, and mechanics.|