Timeline & Resource Allocation and Conclusion
You peers post an outline of Section VI and VII (Timeline & Resource Allocation and Conclusion) of their Change Proposal. Provide feedback and suggestions to one another in an informal setting. Please reply individually.
Peer Zachary has two attachments below that go together. Provide feedback based on both attachments of his.
Sheet1
| Task | Start Date | Days to Complete |
| Reach Out to Unit-Based Councils | 9-Dec | 26 |
| Staff Surveys | 6-Jan-21 | 240 |
| Proposal to Administration | 3-Feb-21 | 28 |
| Establish Interdisciplinary Committee | 3-Mar-21 | 30 |
| Establish Anonymous Reporting System | 17-Mar-21 | 21 |
| Policy Review | 31-Mar-21 | 21 |
| Training Program Development | 31-Mar-21 | 21 |
| Identify Staff Champions | 4/14/21 | 30 |
| Multimedia Education Campaign | 5-May-21 | 90 |
| Revisit Training Program w/Feedback | 19-May-21 | 21 |
| Rollout on Selected Units | 1-Jun-21 | 90 |
| Committee Updates BIWEEKLY | 16-Jun-21 | 180 |
| Staff Champion Updates MONTHLY | 6-Oct-21 | 180 |
Start Date Reach Out to Unit-Based Councils Staff Surveys Proposal to Administration Establish Interdisciplinary Committee Establish Anonymous Reporting System Policy Review Training Program Development Identify Staff Champions Multimedia Education Campaign Revisit Training Program w/Feedback Rollout on Selected Units Committee Updates BIWEEKLY Staff Champion Updates MONTHLY 44174 44202 44230 44258 44272 44286 44286 44300 44321 44335 44348 44363 44475 Days to Complete Reach Out to Unit-Based Councils Staff Surveys Proposal to Administration Establish Interdisciplinary Committee Establish Anonymous Reporting System Policy Review Training Program Development Identify Staff Champions Multimedia Education Campaign Revisit Training Program w/Feedback Rollout on Selected Units Committee Updates BIWEEKLY Staff Champion Updates MONTHLY 26 240 28 30 21 21 21 30 90 21 90 180 180
Work-Related Bullying Liberation Project
Start Date Reach Out to Unit-Based Councils Staff Surveys Proposal to Administration Establish Interdisciplinary Committee Establish Anonymous Reporting System Policy Review Training Program Development Identify Staff Champions Multimedia Education Campaign Revisit Training Program w/Feedback Rollout on Selected Units Committee Updates BIWEEKLY Staff Champion Updates MONTHLY 44174 44202 44230 44258 44272 44286 44286 44300 44321 44335 44348 44363 44475 Days to Complete Reach Out to Unit-Based Councils Staff Surveys Proposal to Administration Establish Interdisciplinary Committee Establish Anonymous Reporting System Policy Review Training Program Development Identify Staff Champions Multimedia Education Campaign Revisit Training Program w/Feedback Rollout on Selected Units Committee Updates BIWEEKLY Staff Champion Updates MONTHLY 26 240 28 30 21 21 21 30 90 21 90 180 180
Victoria Lyons posted
This was a bit of a difficult one for me because I feel like whenever a change is implemented it takes forever at my healthcare facility. So I am feeling this out and seeing what you both think. Hope you are both well and staying safe.
Time: Implementing a new process in any industry is a time consuming and often a financial burden in the beginning. Using a transitional care model to decrease stroke readmissions will take time due to the planning. Money will have to be laid out initially with the intent that it will save money in the future.
The first step will be to gather information on different transitional care models, this includes the cost. Once a decision has been made on which transitional care model would like to be purchased then financial department will have to approve the purchase. One to three months should be allotted (EHR in practice, 2018). The companies that provide the transitional care models may have to travel to the healthcare facility to promote their product.
Once a decision has been made on the transitional care model then another two weeks to one month should be allotted to put together an implementation team. Once an implementation team has been picked, the next step will be to create a change management plan (EHR in practice, 2018). This may be one of the longest parts of the change process. Six months should be allotted for this part (EHR in practice, 2018). This will involve training from the transitional care model company starting with the implementation team. Once the implementation team has been trained then the team can go to their perspective departments and train their departments.
While the implementation team is training their departments, software testing will need to be completed (EHR in practice, 2018). This could be completed simultaneously while training is being done. Two months should be allotted for this part of the process.
Once all of these steps have been completed then the system will go-live. When the go-live happens representatives from the transitional care model company will be available in person and the implementation team from the healthcare facility will be available twenty-four hours a day. These resources should be available over the next month.
The program should be re-evaluated at one month, three months, and six months to see what staff thinks of it and data should be evaluated at these intervals as well to see if stroke readmissions decrease.
Human Resources: When the transitional care model is purchased a service contract should be negotiated to be included. This will allow the healthcare facility to know what financial amount will be needed to start running the program. The implementation team will be current employees of the healthcare facility. Human resources will be helpful in negotiating potentially allowing these employees to spend half of their work hours on this project.
Resources that will be required to make this project successful include the actual software itself, trainers and technical support from the transitional care model company, and financial involvement from the healthcare facility.
References
EHR in practice. (2018, March 22). A template for your EHR project implementation timeline. Retrieved from EHR in practice: https://www.ehrinpractice.com/a-template-for-ehr-project-timeline-627.html
Zachary Erickson posted
This part is always a little tricky for me. Accurate resource estimation is a careful balance. Shoot too high and your proposal is more likely to be rejected, too low and you may meet resistance midway through the project as expenses build. Fortunately, in the case of a work-related bullying change program, most of the necessary resources are already part of a hospital’s framework. I have discussed a proposal of this type with staff members and administrators at my target facility and there seems to be interest present already. I anticipate the largest monetary expenses to be associated with the multimedia campaign to raise awareness of the issue. Using existing hospital contracts for obtaining these materials should help to defray some of the cost, but I have given an introductory estimate until I can find out additional cost structures.
I’m excited to hear your feedback, as this is an area where I could use the most input. I’ve embedded my Gantt chart, and also attached it if it doesn’t translate well in-text.
Thanks,
-Zak
Time
· For this project, pre-implementation starts approximately six months prior to program rollout. As a reference, I have chosen December of this year to begin preliminary talks with individual units to stimulate dialogue. This will be followed with surveys, being conducted after the first of the year, and all of this feedback will help to tailor the final presentation to administration. If approved, the program will roll-out to introductory units with the new fiscal year on June first. Please see attached Gantt chart for additional details.
Human Resources
· Ideally this program will not require the addition of any full-time or part-time staff members. All staff members involved in the development and maintenance of the initiative will contribute their time on a voluntary basis in response to recognition of the need for change in this area. Reallocation of education hours may be required for staff engagement with behavioral change training sessions.
· If additional professionals are needed to achieve program success it will likely be consultants to achieve the information technology (IT) component goals and the development of the cognitive behavior change models. These resource expenses would be temporary and not be required in long-term sustainability plans. An estimated 40 hours of IT time and 80 hours of counseling consultant time may be required.
Other Resources
· Promotional Materials for Multimedia Campaign – $3000 (including community advertising)
· Survey Registration – $100
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