STRATEGIC PLAN
The strategic plan below (Table 1.2) succinctly explains the problems that may arise as well as the strategies my team will put in place to resolve them. For instance, concerning patient satisfaction and utilisation of troponin assays, the likely issue will be affordability of the test. For successful implementation of the project, the government should subsidise the cost, especially during emergency management.
OUTCOMES ISSUES STRATEGIES TACTICS EVALUATION
Accurate diagnosis of acute coronary syndrome (ACS).
The absence of routine troponin assays for angina patients. Provision of bedside troponin device and training of staff on how to operate it. Inform hospital management on the need for improved investigation …show more content…
Reduction in length of admission by half and 30% reduction in mortality.
Evaluate on a quarterly basis using focused group, clinical notes and mortality reviews.
Table 1.2: Strategic project plan.
GANTT CHART
1st Milestone 2nd Milestone 3rd Milestone
COMPONENTS 02/11-02/12 03/12-03/01 04/01-04/02 05/02-05/03 06/03-06/04 07/04-07/05 08/05-08/06 09/06-09/07 10/07-10/08 11/08-11/09 12/09-12/10 13/10-13/11
DESIGN AND PLANNING
TEAM WORKING PROJECT AWARENESS
PROJECT APPROVAL
SOURCING FOR FUNDS
PROCUREMENT AND COMMISSIONING
STAFF TRAINING
PROJECT EVALUATION The Gantt chart above illustrates the various stages of the project and time frames for implementation. The task will span a 12month period from 2nd November 2016 - 13th November 2017.
CHANGE …show more content…
The role of communication in the transformation process is vital because it is the foundation for which a successful project rests on. Salas et al. (2008) maintain that communication is a fundamental component in effecting a change in healthcare services. One to one correspondence, memos, and the hospital newsletter will be the means of spreading the change message. Step five entails enabling others to act on the vision (Kotter, 1995). Kotter was of the opinion that effecting a change requires action from a group of individuals. Lewin (1951) alludes to the fact that all stakeholders should participate in the change process to attain project goals. To get the best out of those involved, it is important that the team members share their fears about the project, and members allowed to give their candid opinions, and ask questions. Initiatives fail because staff feels threatened by obstacles to the change process arising from structures in place (Kotter,
The strategic plan below (Table 1.2) succinctly explains the problems that may arise as well as the strategies my team will put in place to resolve them. For instance, concerning patient satisfaction and utilisation of troponin assays, the likely issue will be affordability of the test. For successful implementation of the project, the government should subsidise the cost, especially during emergency management.
OUTCOMES ISSUES STRATEGIES TACTICS EVALUATION
Accurate diagnosis of acute coronary syndrome (ACS).
The absence of routine troponin assays for angina patients. Provision of bedside troponin device and training of staff on how to operate it. Inform hospital management on the need for improved investigation …show more content…
Reduction in length of admission by half and 30% reduction in mortality.
Evaluate on a quarterly basis using focused group, clinical notes and mortality reviews.
Table 1.2: Strategic project plan.
GANTT CHART
1st Milestone 2nd Milestone 3rd Milestone
COMPONENTS 02/11-02/12 03/12-03/01 04/01-04/02 05/02-05/03 06/03-06/04 07/04-07/05 08/05-08/06 09/06-09/07 10/07-10/08 11/08-11/09 12/09-12/10 13/10-13/11
DESIGN AND PLANNING
TEAM WORKING PROJECT AWARENESS
PROJECT APPROVAL
SOURCING FOR FUNDS
PROCUREMENT AND COMMISSIONING
STAFF TRAINING
PROJECT EVALUATION The Gantt chart above illustrates the various stages of the project and time frames for implementation. The task will span a 12month period from 2nd November 2016 - 13th November 2017.
CHANGE …show more content…
The role of communication in the transformation process is vital because it is the foundation for which a successful project rests on. Salas et al. (2008) maintain that communication is a fundamental component in effecting a change in healthcare services. One to one correspondence, memos, and the hospital newsletter will be the means of spreading the change message. Step five entails enabling others to act on the vision (Kotter, 1995). Kotter was of the opinion that effecting a change requires action from a group of individuals. Lewin (1951) alludes to the fact that all stakeholders should participate in the change process to attain project goals. To get the best out of those involved, it is important that the team members share their fears about the project, and members allowed to give their candid opinions, and ask questions. Initiatives fail because staff feels threatened by obstacles to the change process arising from structures in place (Kotter,