slide change

Running head: CHANGE PROPOSAL 9

CHANGE PROPOSAL

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Planning for Community and Organizational Change

Name

School

Course

Professor

Date

Community Health Change Proposal

Summary

Benefits and Implications

The Jordan community in Minnesota shows the region has no close clinics facilitating access to care. This requires immediate intervention for the community to grow healthy and economically. The lack of close and accessible clinics pauses a health problem for a small community like Jordan and needs an intervention that makes the population be in good health (Smith & Burdine, 2017). The proposed changes are lobbying for developing clinics in the area that serve the locals’ interests and promote an immediate care response. The solution makes it possible for locals to stop going a long distances to acquire primary care. The proposed changes are significant in the area because an institution attracts other opportunities in the area that include the development of a road network and also the growth of business operations to serve the needs of the people. Investors and other people are likely to settle in an area that is assured of good health, and having a clinic is a good intervention. The development of a clinic in the region is a source of expansion with the motive of improving healthcare in the community, including promoting awareness about disease prevention and mentoring future doctors and nurses (Smith & Burdine, 2017). The direct benefit of the proposed change is that it promotes health care access, improved quality of life, and rapid growth in the area in terms of the population due to reduced mortality. Improving the community’s overall health through the development of clinics contributes to a better understanding of disease prevention, reducing hospitalization, and better access to healthcare services by the patients.

Potential Barriers to Change

The main barrier to the change in community health is the population’s resistance to welcoming new changes that might interfere with the culture and way of life. Jordan’s community is small, and people are likely to know each other, and the idea of bringing clinics without their involvement might trigger resistance, feeling that the motive might not be positive. The factor that communities contribute to the barriers to change is their move to challenge the motive of bringing changes where most of them are comfortable with their status quo (Dauner & Loomer, 2021). There is also doubt of the locals in terms of getting professionals from within to become health professionals in the clinic and resist people of a distinct culture. It is normal that most people become comfortable with their culture and norms and are likely to resist change when they feel that their interests are not incorporated. The factors include a small number of the locals who are close to each other and are worried about potential increases in people that interfere with the friendship and cooperation that they have as a community, especially when the population grows due to good health brought by bringing new clinics in the community to make access to health easy and close. The fear of the unknown is always there and affects any changes that are introduced. There are also diverse ideas of how the community believes the best intervention for better healthcare services. The issue is evident because diversity makes it difficult to attain consensus regarding the agreement. The diverse issues and ideas from the community become a barrier to change. Addressing the issue of clinics being far from the community might become challenging, especially when the community disagrees on the exact location of a clinic affecting the implementation of the project. Another barrier is limited education in the population which makes it difficult for them to understand the considerations followed to have a clinic in a given location, and they feel that their contributions are not respected.
The significant strategies in changing the barriers to opportunities involve community leaders and active members in the proposed change. The move includes allowing them to choose the appropriate location for the new clinic and also understand the motive in detail, including their direct benefit of having the change happen in the locality. The approach of involving the local leaders in the community in the change activity is an opportunity because they have a deeper understanding of the community’s needs in terms of education and how a close clinic affects their healthcare status (Dauner & Loomer, 2021). It becomes an opportunity because the community leaders have an influence making it possible to have people on our side to champion for clinic development intervention initiative and strengthen the lobbying to get a financial breakthrough to make it a success.

Stakeholder Communications

The project proposal is about bringing a clinic close to the community as a strategy to improve healthcare services is important towards improving the quality of life of the people, which leads to their economic development since healthy is paramount for development in a community like Jordan. Members of the organizations, the healthcare team, members of the community, and community leaders all count as stakeholders. Community-driven clinic project development requires extensive dialogue between various stakeholders and their support that leads to the project’s success. A month before the assessment process, community members are informed through a combination of online and in-person meetings and weekly reminders (Warner & Benge, 2019). Because of their familiarity with the area, people, and knowledge of how to get their message across, community leaders are often tasked with disseminating information. Memos are regularly distributed to keep the company’s research team in the loop. The involvement of all the stakeholders makes the process smooth by ensuring there is no resistance and everyone understands the motive of the change initiated, that is, having a close clinic in the Jordan community. The approach works toward the community’s interest to get access to healthcare through the development of clinics in the community is worth the investment to solve the problem of going a long distance to access healthcare services.

References

Dauner, K., & Loomer, L. (2021). A qualitative assessment of barriers and facilitators associated with addressing social determinants of health among members of a health collaborative in the rural Midwest. 
BMC Health Services Research, 
21(1).

https://doi.org/10.1186/s12913-021-06859-6

Smith, L., & Burdine, J. (2017). Community Health Assessment Opportunities and Challenges in the 21st Century: Implications for Professional Development. 
Journal Of Public Health Management And Practice, 
23, S63-S64.

https://doi.org/10.1097/phh.0000000000000601

Warner, L., & Benge, M. (2019). 
Conducting the Needs Assessment #4: Audience Motivations, Barriers, and Objections. Edis.ifas.ufl.edu. Retrieved 15 August 2022, from

https://edis.ifas.ufl.edu/publication/WC342

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Appendix A: Grant Proposal

Need Statement

The problem of not having clinics close to the community is addressed by developing clinics within the community to address the problem. The entire population is affected by the problem, and the statistics show that 5981 people experience a challenge in accessing care since they have to move a distance away from Jordan. The barrier is the community being against new cultures and changes that disrupt their status quo. The source of information is through the survey. The other change is initiating awareness programs by healthcare professionals for health prevention and developing more clinics.

Program Description

The proposed change concerns community involvement in the assessment, where they contribute to developing a clinic that makes access to care close. The proposed change is implemented by choosing the right team and having a strict plan to follow for successful completion.

Goals and Objectives

The goal is to have close clinics to improve access to care.

Objectives:

To offer quality health care services by having the best community clinic.

Increasing the healthcare services by 20% through the development of a clinic close to the people of the Jordan community.

Program Evaluation

The project manager is responsible for the oversight role, and the activity is evaluated after every three months to check if the proposed intervention is working. The company executive management receives the evaluation report. Stakeholders’ involvement is done just from the start to avoid resistance.

Summary

The change is vital in the community because it brings about better intervention to health issues affecting the people and also better business growth. The initiative is critical because clinics close to the people help address emergencies and promote early screening of diseases and primary care.

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Appendix B: Project Budget

Table directions:

Add table rows, as needed, for each budget category.

Enter the information (startup, first-year budget figures, other sources of revenue, and justification) for each budget category line item in columns 2–5.

·

$100

·

$200

·

·

$3000

·

·

·

·

·

$500

·

·

$500

$500

·

·

Categories

Startup

1st Year

Other Sources of Revenue

Justification

Salary and Wages

· Project Manager

$500 0

$10,000

Takes the overall responsibility for the project.

· Community public health officer

$3000

$600 0

Ensure that the project is developed in a conducive environment favorable for a clinic.

· Support Staff

$100 0

$1500

Support community health manager and project manager.

·

Fringe Benefits

· Risk allowances

$500

$600

Risks of conducting the clinic building project.

· Food

$100

Food is needed in the field.

Consultation or Contract Services

· Consultant (educator)

$200

Consultation about developing a good clinic that serves the population’s needs.

Equipment

· Hiring construction equipment

Building the clinic

Materials

Travel

· Fare

$400

Travel money is needed for movements in the field.

Miscellaneous or Other

· Compiling report

Develop of a report is needed.

Total Expenses

$13800

$19200

Develop and record a 12 slide, asynchronous, audiovisual presentation for policymakers, soliciting resource and policy support for the community health care system change you proposed in the previous assessment

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Introduction

This assessment provides an opportunity to develop a presentation aimed at soliciting resources and policy support for the community health care change you proposed in Assessment 3.

Preparation

Consequently, you have been asked to present the proposed change to policymakers to seek their support and funding for the change as an established policy for the organization and community.

To prepare for this assessment, you are encouraged to begin thinking about funding and securing policy support for lasting change. In addition, you may wish to:

· Review the assessment requirements and scoring guide to ensure that you understand the work you will be asked to complete.

· Requirements

Develop and record a video presentation for policymakers from the appropriate governing body or regulatory agency requesting policy and financial support for your proposed change. Draw on your work in the previous assessments and consolidate lessons learned.

The presentation requirements outlined below correspond to the grading criteria in the scoring guide, so be sure to address each point. Read the performance-level descriptions for each criterion to see how your work will be assessed. The Guiding Questions: Advocating for Lasting Change document provides additional considerations that may be helpful in completing your assessment. In addition, be sure to note the requirements below for the presentation format, length, and for citing supporting evidence.

· Explain why proposed changes to a health care system require policy and financial support to ensure positive, systemic change and to overcome present challenges.

· Provide compelling evidence that proposed changes to a health care system will produce the intended outcomes.

· Provide broad budget estimates to fund specific capital or human resource outlays that are important to the success of a proposed change.

· Outline a plan for leading transformational, evidence-based change in an organization.

· Assess the potential future for wellness, health, and improved overall care and the role of visionary leaders in achieving the desired goals.

. As a guide, explore the website of Healthy People 2030.

· Cultivate stakeholder interest in and support for the proposed changes to a community health care system.

· Develop slides that augment a multimedia presentation.

· Argue persuasively to obtain policy and financial support from policymakers for a proposed community health care change.

· Support assertions, arguments, propositions, and conclusions with relevant and credible evidence.

Presentation Format and Length

Remember, you may use Microsoft PowerPoint or other suitable presentation software to create your slides. If you elect to use an application other than PowerPoint, check with your faculty to avoid potential file compatibility issues.

Your slide deck should consist of 10–15 slides, not including the title, questions, and references slides. Use the speaker’s notes section of each slide to develop your talking points and cite your sources, as appropriate.

Be sure that your slide deck includes the following slides:

Note: Your slide titles will depend on your choice of community and the specific content of your change proposal.

· Title slide.

. Title or name of your project (main focus of your change proposal).

. Subtitle (optional), which could include Jordan or Armitage, if not part of the title.

. Your name.

. Date.

. Course number and title.

· Introduction.

. Identify the stakeholders to whom you are presenting.

· Social determinants affecting health in the community (may need more than one slide).

· Synopsis of the windshield survey and environmental analysis findings.

. Identify the positive aspects of the community.

. Identify opportunities for improvement. Although your change proposal addresses these opportunities, avoid phrasing them as negatives.

· Your change proposal—briefly outlined (may need more than one slide).

· Benefits of the change to the community and stakeholders.

· Challenges or concerns.

. Address the implications for the community and organizational stakeholders, if these opportunities are not addressed.

· Funding (may need more than one slide).

. Include the financial implications for the community and organizational stakeholders.

. Specify your funding needs (how much and for what)?

· Community health implications (may need more than one slide).

. Explain how the proposed change will improve the health of the community.

. Address both direct or indirect benefits, as applicable.

· Conclusion.

. Summarize key points.

. Be sure to thank your audience for their time and consideration of your proposal.

· Questions.

. Add a slide to prompt questions from the audience.

· References (at the end of your presentation).

Supporting Evidence

Cite 3–5 credible sources from peer-reviewed journals or professional industry publications to support your presentation.

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COMPETENCY 1

Identify the challenges and opportunities facing health care.

CRITERION

Explain why proposed changes to a health care system require policy and financial support to ensure positive, systemic change and to overcome present challenges.

Faculty Comments:

The presentation starts by addressing the community stakeholders of Jordan briefly discussing the assessments on social determinants of health, windshield survey, and environmental analysis to support the need of clinics in the community. To improve to proficient level, add more detail about the community highlighting on challenges and why the clinic meets the needs. 

COMPETENCY 2

Compare the effects of different health care finance models and policy frameworks on resources and patient outcomes.

CRITERION

Provide broad budget estimates to fund specific capital or human resource outlays that are important to the success of a proposed change.

Faculty Comments:

The breakdown of the budget including costs was addressed within the presentation and appeared to be in a reasonable range. To improve to proficient level, address the explanation of the importance of all components. For example, discuss some of the main components of the budget and their importance to the success of the proposed change. To improve to distinguish level, discuss key funding requirements needed to help offset the cost of the proposal and data such as resources to support budgetary figures. 

COMPETENCY 3

Evaluate the positive and negative influences of leaders on health care processes and outcomes.

CRITERION

Assess the potential future for wellness, health, and improved overall care and the role of visionary leaders in achieving the desired goals.

Faculty Comments:

The presentation discusses the community health implications highlighting on direct and indirect benefits along with the future for wellness and visionary leaders. To improve to distinguish level, the leadership style to support the change along with the different roles the leader would carry specific to the leadership style. 

CRITERION

Cultivate stakeholder interest in and support for the proposed changes to a community health care system.

Faculty Comments:

The presentation speaks to stakeholders such as community members, policy makers, and investors. The discussion of the proposed change to improve the community health care was discussed but was lacking detail to cultivate support. To improve to proficient, review prior criteria that are not meeting proficient to improve the detail to acquire interest and support from stakeholders. 

COMPETENCY 4

Develop proactive strategies to change the culture of the organization by incorporating evidence-based practices.

CRITERION

Provide compelling evidence that proposed changes to a health care system will produce the intended outcomes.

Faculty Comments:

The presentation continues by noting benefits that will occur based on the proposed change of introducing clinics. For example, improve access to health care, improved quality of life, and lower mortality rates. To improve to proficient level, provide compelling evidence that the proposed changes will lead to the benefits. For example, include literature to support to connect the proposed change with the intended outcomes. 

CRITERION

Outline a plan for leading transformational, evidence-based change in an organization.

Faculty Comments:

Within the presentation, discussion the challenges and concerns were addressed. To improve to proficient level, provide further detail to the plan of action with implementing the proposal. For example, what will the plan entail and what kind of communication is needed? To improve to distinguish level, apply a change theory to support the lead of change and how the proposal will affect the organization within the community. 

COMPETENCY 5

Communicate effectively with diverse audiences, in an appropriate form and style consistent with applicable organizational, professional, and scholarly standards.

CRITERION

Develop slides that augment a multimedia presentation.

Faculty Comments:

The presentation was organized, the layout of content made sense, and included appropriate information. The words offered in the presentation were different then what was presented in the slides. To improve to distinguish level, review contents that are lacking proficient level and add content to make main points. 

CRITERION

Support assertions, arguments, propositions, and conclusions with relevant and credible evidence.

Faculty Comments:

The use of resources within the presenter notes were lacking throughout the presentation. To improve to proficient level, increase the use of resources to support assertions and proposition.