Introduction
A large number of patients in emergency departments is a problem in today’s healthcare environment. Addressing this issue can allow implementing numerous valuable objectives and solving the attendant challenges. The quality of patient care can improve, which affects satisfaction rates positively and enhances the reputation of the healthcare system as a whole. Organizing a fast clinic project is a significant decision to improve medical employees’ performance and reduce the number of calls to emergency departments.
Project’s Mission Statement
The project’s mission statement assumes the formulation of the key goal of the proposed work to create a fast track clinic for non-urgent patients. This statement includes the basic bonuses to be achieved due to the implementation of the intended activities. In conditions of a large flow of patients in emergency departments, this solution is relevant and allows solving related problems associated with the lack of time and resources to provide comprehensive and effective care. One of the provisions of the statement is to increase satisfaction rates, which has value in the context of organizing healthcare services.
Project’s Objectives
The implementation of the proposed project implies achieving a number of significant objectives. Since the work is planned to place patients in a fast track clinic, expanding beds in emergency departments is a valuable prospect. The admission waiting time will be reduced, and the period of stay until discharge will be increased. Care for non-urgent patients is expected to be carried out in accordance with the Emergency Medical Treatment and Active Labor Act (EMTALA). The need to increase the number of beds in a fast track clinic is an objective to achieve as a result of the intervention project.
Project’s Work Breakdown Structure
The project’s work breakdown structure assumes the distribution of tasks according to the degree of their importance. With regard to the considered project of creating the fast track clinic, firstly, contacts with the supervising authorities should be established, and the necessary recommendations and instructions concerning the planned work need to be obtained. Further, the assessment of the standards of such activities is carried out so that the future fast track clinic could meet all the required norms. After that, the plan will be developed based on the instructions obtained from responsible boards. This work includes scheduling the construction and commissioning of the facility. The approval from the higher authorities is the next stage of the structure, and this step is essential for the implementation of the entire project. After observing all the conventions, the location of the future clinic is chosen, personnel selection is carried out, and subsequently, the project ends with the commissioning of the clinic.
Gantt Chart
The Gantt chart is a tool that allows displaying the schedule of upcoming activities visually by presenting the stages described in the project’s breakdown structure in accordance with their completion time. Based on the proposed schedule, the phase of finding a site for construction and conducting all renovation activities is the longest of all, while obtaining approval from higher authorities can be implemented most quickly. The majority of the procedures do not overlap with one another, with the exception of individual stages. In particular, the review of standards and norms for the construction of medical facilities and the building process itself are interrelated activities and require common discussions. In addition, the physician and nursing staff can also be hired during the construction phase to reduce the time it takes to find qualified personnel.
Resource Utilization: Funding Sources
Searching for the right funding resources is a responsible task. The fast track clinic is estimated at $308,357.25 to construct, and given the estimated first-year profit, the funds earned will not be enough to cover the costs. There are two possible options to engage external financial resources – donations and loans. The first option is unacceptable due to the risks and unpredictability of how much money will be credited to the clinic’s account. Therefore, loans are a strategy that can allow for stable financial support, and after the initial period of work, all the debts will be repaid.
Resource Utilization: Project Budget
The 2017 average figures for the emergency department are used as the key data utilized to estimate the items of expenditure. However, one should assume that this amount will increase gradually as the information about the fast track clinic spreads among the population. In this case, the facility’s revenues will also grow, and the estimated growth rate will be about 11%. Thus, while taking into account these costs, the total expenses for one year will be approximately $912,144. Since the estimated revenue for the first year of operation is approximately $219,000, raising external financial assistance in the form of the aforementioned loan strategy is imperative. Utilizing this approach to budgeting will be beneficial, and the expenses for the arrangement and stable operation of the fast track clinic will pay off in the coming years.
Assumptions of the Project
Creating the fast track clinic project is based on a few assumptions. The clinic’s services are planned to be recognized by the general public, and the number of admissions of Level I, II, and III will be either the same as in the emergency department or higher. The staff will be involved in establishing the work process, and employees’ opinions will be taken into account. The hospital can allocate space for the construction of the clinic, which is a good prospect. Finally, relevant mitigation practices are planned to minimize risks, but the potential impacts of individual economic and cultural changes need to be considered.
Risk Analysis
Despite a well-thought-out plan for the work ahead, there are some operational risks. For instance, the management may be refused a loan, which complicates all subsequent actions significantly. Also, the recognition of the clinic’s services by the population is unpredictable since people may consider such a fast track facility to be of a low class. Patients may misunderstand the roles of the nurse and physician, and too many Level I admission cases can overload the staff, while the number of Level II and II cases will be less than expected. Finally, scheduling mistakes are a risk that can arise from any delays throughout the entire course of operational activities.
Mitigation Practices
To address the aforementioned risks, relevant mitigation practices may be involved. To resolve financial issues, the help of governmental agencies can be used. Hiring additional staff with the help of the HR department is a valuable measure to reduce the burden on the personnel, and to establish communication with patients, all conventions should be negotiated in advance. Running an effective marketing campaign can help raise the clinic’s status in the community, but if profits diminish, immediate action will need to be taken to reduce funding. Compliance with the terms of the plan will allow avoiding the violations of the operating mode and discrepancies in the schedule with the real working outcomes.
Impacts of Economic and Cultural Changes
In case of economic changes in the project, different results can be achieved. In the absence of sufficient capital, construction will be delayed, and the clinic will not be able to pay for the work of the staff. A high volume of financial resources, conversely, may help expand operational opportunities and open new facilities of this profile. In the case of cultural changes, performance outcomes can also be distinctive. If the staff violates the ethical standards of communication, the revenue will be minimal, while high-quality interaction that involves assessing patients’ background is a driver for increasing interest in the clinic.
Conclusion
The proposed fast track clinic project is relevant and in demand in the conditions of high workload in the emergency department. Compiling a work plan is an essential task, and such algorithms as the work breakdown structure and the Gantt chart are applied. The assessment of funding sources and budget allows calculating potential profits and expenses and forecast financial transactions. Addressing risks through appropriate mitigation measures can help minimize project threats. The analysis of cultural and economic changes in the course of operations provides an opportunity to determine the impacts on work and identify potential changes in the results of activities.
References
Gerber, L. (2018). Understanding the nurse’s role as a patient advocate. Nursing 2018, 48(4), 55-58.
Pohjola, T., Suhonen, M., Mattila, K. K., & Meretoja, R. (2016). The work done in healthcare projects. Journal of Nursing, 3(1), 1-8.
Potrafke, N., & Roesel, F. (2020). The urban-rural gap in healthcare infrastructure: Does government ideology matter? Regional Studies, 54(3), 340-351.