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NURS FPX 6218 Assessment 3 Planning for Community and Organizational Change

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NURS FPX 6218 Assessment 3

Planning for Community and Organizational Change

Community healthcare needs can be complex and may require some tests to determine key areas that need a boost. According to the recent community health assessment I did for Vila Health, many vital health issues have been found to negatively affect the population of the same setting.

These critical health issues include the high prevalence of chronic diseases, not much access to preventive care, and few mental health resources available only to the population. (Smith et al., 2020).

  • Change Proposal:

The recommendation will be for those targeted interventions appropriate to the identified needs, while supporting the Vila Health strategic goals. Such changes pertain to healthcare system-based changes that are evidence-based, with focality on the enhancement of quality of care, improving accessibility to key health services, and encouraging health equity in the community at large.

Feasibility, financial viability, and sustainability—the changes proposed can effectively be assimilated into the present working health care framework.

Benefits of Proposed Health Care System

One of the interventions to be made is establishing community health centers. This will ensure improved health outcomes on some of the critical health issues identified in the Riverside County health assessment. Some of the expected benefits include improved access to care, better health outcomes, a decrease in health disparities, and cost savings (Smith et al. 2020).

Increased availability of primary and preventive services will improve access to care. Increased sites for primary care clinics within the community will reduce travelling time and long waiting periods, hence improving health management and outcomes.

Potential Barriers to Change

The challenges that can be faced in implementing the proposed change include financial constraints, resistance to change, and poor logistics. Adequate financing may be quite hard to attract, more so considering the heavy investment that is to be laid on infrastructure and staffing.

The organizational stakeholders will resist this change because of the comfort brought about by the status quo and, secondly, due to the fear of what the change might affect in their roles. Coordinating characteristics of the intervention into new services within current workflows could end up very complex.

Overcoming the Barriers and Solving the Conflict

Preparation of a full grant proposal and seeking other funding opportunities by way of collaboration with the local businesses, as well as with the philanthropic societies.

For example, collaboration with local hospitals and other health-related organizations can contribute significantly towards community health centres.  Hold information sessions and workshops with stakeholders to enlighten them on the various benefits to be derived from the proposed change.

Engage them in the planning process, which will aid in building consensus and reducing resistance by attending to concerns and giving clear, evidence-based information on the benefits of the change.

Potential Barriers

First and foremost would be raising sufficient funds, as the construction of centers would require large investment in infrastructural arrangements, staff, and recurring expenses. The limited budget on the county level may not have an appropriate amount to be spent on this initiative. One of the common barriers in any organizational or community setting is the resistance to change.

In Riverside County, several factors contribute to this. The fear of the unknown is enormous as people tend to resist change due to uncertainty over the outcome and its impact on their roles and responsibilities. Furthermore, stakeholders comfortable with the existing system may well resist changes that upset their routines and workflows—the long-term employees who have adapted well to the current way of doing.

It also pertains to competence concerns, that healthcare providers and staff feel insecure about being able to adapt to new protocols and procedures; hence, they are resisting (Jha, A. K.2019). The next barriers can be created by the cultural norms and values within the organization and the community if the dominant culture values traditional ways of delivering health care over new ways, like community health centres.

Another case of creating barriers refers to resource limitations personnel, equipment, time because the staff can feel overloaded with additional responsibilities and therefore resist changes that seem to enhance workload.

Strategies for Changing Barriers

The need for change within the Riverside County health care system needs to be implemented using strategic ways of changing the barriers into opportunities and solving the probable conflicts accordingly. There has to be a clear vision of change.

That is the establishment of community health centers all over Riverside County, increasing accessibility to primary health care, and enhancing precautionary health measures. The all-inclusive approach offers an avenue for better health outcomes, lower health disparities, and improved well-being for the community.

The process of turning these barriers into opportunities will involve outreach. By engaging stakeholders in the design of inclusive decision-making processes that bring together key stakeholders from varied backgrounds healthcare providers, community leaders, and policymakers the initiative can look for support and insight from them. Sponsored stakeholders will probably support to a greater extent the suggested change and can work in a harmonious way to implement the same.

In developing capacity, secondly, the use of workforce development and training is very necessary (Buchan & Dal Poz, 2019). This is to ensure that healthcare providers or staff acquire sufficient skills and knowledge on the implementation of new models of care. Through capacity enhancement, one feels that people are empowered to embrace change rather than a disruption to their lives.

Strategy for Helping Organizational Stakeholders

It involves several steps that would provide a way of ensuring that the organizational stakeholders at Riverside County understand, evaluate, and change the proposed healthcare system more cooperatively.

This shall be by empowering them through effective communication, assessing the impact, and finally by offering support in the decisions (Dal Poz, M. R. 2019). The idea is that informed decisions shall be reached, the stakeholders’ support solicited, and smooth implementation of the changes ensured.

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Stakeholders’ Engagement and Communication

Effective communication ensures that the stakeholders understand the reasons behind the proposed changes and their expected effects through meaningful participation. Identify first the key stakeholders, such as healthcare providers, administrative staff, community leaders, and policymakers.

Design communication strategies according to target group needs and preferences, applying simple and clear language on the goals, benefits, and anticipated effects of the proposed changes.

Grant Proposal and Associated Budget

The grant proposal looks to catalyze some major changes within the Riverside County healthcare environment by addressing some of the most thorny issues it faces through targeted investments in patient care, operational efficiency, and technology integration. This begins with explicit goals and a description of how the projects will be focused on enhancing patient care, streamlining the operational process, and introducing the latest healthcare technologies.

These efforts are anchored in a strong rationale that emphasizes the current health-related disparities, the skyrocketing costs, and the urgency for ensuring improvements that are sustainable. Allocations are well justified with regard to budgetary impacts on human resources development, technology development, training initiatives, infrastructure upgrades, and outreach.

NURS FPX 6218 Assessment 3 Planning for Community and Organizational Change

The outcomes expected in this framework include drastic reductions in readmission rates, increased patient satisfaction, streamlined workflow, better coordination of services related to the adoption of technology, and enhanced care related to the effort.

The proposal places a premium on sustainability through periodic monitoring of evaluation frameworks and community engagement to ensure that the kind of changes envisioned for the county are in line not just with short-term set targets but also adequately set out a clear path for enduring excellence in healthcare for Riverside County.

Conclusion

The conclusion of the “Planning for Community and Organizational Change” assignment will be a summary of salient points and outcomes redrawn from the proposed change initiative in Riverside County’s healthcare system. It should reiterate the importance of proposed changes, emphasizing the benefits that will impact the community and its relevant stakeholders; underpin the strategic, targeted approach to obstacles; and ensure implementation success.

The language should be such that it reassures and reiterates the alignment of the proposed changes with the organizational goals and priorities, ensuring its sustainability and long-term impact. Conclude by stating that one is assured the proposal still can garner executive leaders’ and stakeholders’ support to ensure the effective transformation to healthcare delivery meaningfully moves forward to meet Riverside County’s changing needs for services.

If you need complete information about class 6218, click below to view a related sample:
NURS FPX 6218 Assessment 2

References

Haldane, V., Chuah, F. L. H., Srivastava, A., Singh, S. R., Koh, G. C. H., Seng, C. K., & Legido-Quigley, H. (2019). Community participation in health services development, implementation, and evaluation: A systematic review of empowerment, health, community, and process outcomes. PLoS One, 14(5).

https://doi.org/10.1371/journal.pone.0216112

Mathieson, A., Grande, G., & Luker, K. (2019). Strategies, facilitators and barriers to implementation of evidence-based practice in community nursing: A systematic mixed-studies review and qualitative synthesis. Primary Health Care Research & Development, 20(20).

https://doi.org/10.1017/s1463423618000488

McKenzie, J. F., Neiger, B. L., & Thackeray, R. (2022). Planning, implementing and evaluating health promotion programs. In Google Books. Jones & Bartlett Learning.

https://books.google.com.pk/books?hl=en&lr=&id=2Bh1EAAAQBAJ&oi=fnd&pg=PP1&dq=Planning+for+Community+and+Organizational+Change+in+healthcare&o s=U3px-qP_gx&sig=PXpYuz7U6Xu-57m-MH6rXVSalJQ&redir_esc=y#v=onepage&q=Planning%20for%20Community%20and%20Organizational%20Change%20in%20healthcare&f=false

Nilsen, P., Seing, I., Ericsson, C., Birken, S. A., & Schildmeijer, K. (2020). Characteristics of successful changes in health care organizations: An interview study with physicians, registered nurses and assistant nurses. BMC Health Services Research, 20(147), 1–8.

https://doi.org/10.1186/s12913-020-4999-8

Rudnicka, E., Napierała, P., Podfigurna, A., Męczekalski, B., Smolarczyk, R., & Grymowicz, M. (2020). The world health organization (WHO) approach to healthy ageing. Maturitas, 139(139), 6–11.

https://doi.org/10.1016/j.maturitas.2020.05.018

van Os, J., Guloksuz, S., Vijn, T. W., Hafkenscheid, A., & Delespaul, P. (2019). The evidence-based group-level symptom-reduction model as the organizing principle for mental health care: Time for change? World Psychiatry, 18(1), 88–96.

https://doi.org/10.1002/wps.20609

Waddell, D., Creed, A., Cummings, T. G., & Worley, C. G. (2019). Organisational change: Development and transformation. In Google Books. Cengage AU.

https://books.google.com.pk/books?hl=en&lr=&id=IbSoDwAAQBAJ&oi=fnd&pg= R3&dq=Planning+for+Community+and+Organizational+Change+in+healthcare&ots=go-O_yDU9a&sig=oB0mRUomIe7pPgB1HorDlu4_-cQ&redir_esc=y#v=onepage&q&f=false

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