The Process of Communicating the Plan
The current project presupposes the implementation of a plan aimed at the improvement of health care quality. This plan will be communicated during special meetings organized by the Chief Quality Officer. The key objective of the plan is to optimize the use of the resources that are currently available to the facility and increase the number of positive outcomes in patients (Persily, 2014). The most important details of the plan will be discussed with the chief members of the staff to elaborate on a plan with the least number of drawbacks and limitations.
The Timeline
The plan will be implemented throughout 60 days. During the first ten days, the team will discuss the peculiarities of the plan. The roles of the members of the project implementation team will be defined. Overall, the team will outline the necessary steps and establish the key objectives of the plan that should be accomplished (Glembocki & Fitzpatrick, 2013). The next twenty days will be spent on providing the team with the required resources and connecting with shareholders. The team should evaluate the risks and develop several risk mitigation strategies. The last 30 days of the project signify the direct implementation of the plan and the consequent evaluation of the results. The interim efficiency of the plan will be available for assessment after the first 20 days after the plan implementation.
Required Resources
Several resources should be taken into consideration when working on the plan aimed at the improvement of health care quality. First, the project depends on the human resources (staff that is engaged in the project implementation, shareholders, and any extra specialists that have been hired). Second, it is necessary to take into account the time and monetary resources (meaning that there is a definite time frame allotted for the implementation of the plan and a pre-agreed budget) (Dwyer, Stanton, & Thiessen, 2014). Third, technological resources also cannot be discounted because technology plays one of the key roles in the current health care environment.
The Role of Technology
The technology is rather important for the implementation of this project because modern health care cannot exist without technological inventions and devices. The plan will be aimed at optimizing the EHR that is currently used and installing more CT scan machines (Chien-Fa, 2013). Technologies used for performing robotic surgery might also be taken into consideration as part of this plan implementation project.
Staff Engagement
Several staff members should be involved in the process. The Chief Quality Officer is in charge of assembling and managing the team (Hunt, Sproat, & Kitzmiller, 2013). This team will also consist of shareholders, a nurse manager, a facility administrator, two or three nurses, and a physician. All the members of the team will work collaboratively to develop an adequate plan. The team is brought together in a way that would help to cover all the areas of the plan (Hunt et al., 2013). The staff will also be responsible for providing prompt feedback throughout the lifetime of the project.
Required Steps
The first step is to inform the staff about the upcoming project. The second step is to gather the team and discuss the possible implications of the composed plan. The third step is to monitor the progress of the plan implementation (Cowen & Moorhead, 2012). The final step is to evaluate the accomplishments and revise the existing plan if needed. The staff should be able to come up with creative ideas at every stage of the project. The creative tension can be triggered in several ways – utilizing innovational technology at the current health care facility, asking the staff for judicious feedback, and focusing on organizational outcomes.
References
Chien-Fa, L. (2013). User-driven healthcare: Concepts, methodologies, tools, and applications. Hershey, PA: Medical Information Science Reference.
Cowen, P., & Moorhead, S. (2012). Current issues in nursing. St. Louis, MO: Mosby Elsevier.
Dwyer, J., Stanton, P., & Thiessen, V. (2014). Project management in health and community services: Getting good ideas to work. London, UK: Routledge.
Glembocki, M. M., & Fitzpatrick, J. J. (2013). Advancing professional nursing practice: Relationship-based care and the ANA standards of professional nursing practice. Minneapolis, MN: Creative Health Care Management.
Hunt, E., Sproat, S., & Kitzmiller, R. (2013). The nursing informatics implementation guide. New York, NY: Springer.
Persily, C. (2014). Team leadership and partnering in nursing and health care. New York, NY: Springer.