Imagine you are a unit manager or top level leader in your facility. You are responsible for planning and implementing a new program in your facility related to your research findings based on where you currently work (or a different facility of your choice). Perhaps there is a need for a program where you are working. The purpose of this project is to prepare you to understand the process of planning, implementing, and evaluating a new program.

For your final project, you will assume a management role from which you will create a program proposal that addresses the design, implementation, and evaluation of a program within your healthcare organization. This project will allow you to work through the program proposal process in an orderly fashion using data from a facility of your choice. You have learned to perform a needs assessment, which includes creating a logic model, anticipating outcomes, justifying resource allocations, and evaluating the program by proposing expected benchmarks and other measures to evaluate the effectiveness of the implemented program. This process will provide you with a strong foundation in the development, implementation, and evaluation of a program proposal.

1. Prompt
   Using a product such as PowerPoint or Prezi, prepare a presentation that outlines your program proposal. Your presentation should be directed at the organization’s upper management and should include detailed speaker notes or an audio recording. Your presentation must specifically address the following critical elements:

I. Introduction: Identify and describe the institution in which the new program would take place. Be sure to include the institution’s name, location, focus (such as hospital or other acute healthcare facility) and any other pertinent demographic identifiers.

1. From a management perspective, perform the following assessments for implementation of a program:

   Assess the organizational design for potential program development.
   Assess the community needs in terms of healthcare disparities.
   Assess the organization’s current healthcare programs in terms of the level of cultural competence they exhibit.
   Recommend an appropriate and logical programmatic strategy, based on the results of your assessments.
   How does your recommended programmatic strategy align with ethical guidelines? Be sure to justify your response.

2. Design the program by developing a logic model.

   Identify key organizational stakeholders and discuss their relationship to your proposed program. In other words, what role will these
   stakeholders play with regard to the components of your logic model?
   Create a logic model based on the critical components of a logic model:
   1. Resources or inputs: Consider human, financial, organizational, and community resources.
   2. Activities: What does the program do with the resources? Activities are the processes, tools, events, technology, and actions that are an
   intentional part of the program implementation.
   3. Outputs: These are short-, medium-, and long-term definitions of outcome criteria.
   Assign appropriate connections and feedback loops for the logic model.

3. Discuss the anticipated outcomes of your program.

   What is your anticipated end result? How do you see the program producing results within your organization?
   How does this program fit into the organization? How does it affect the overall flow of healthcare delivery within the organization?
   What will be the impact of this program on other areas within the organization or community? Why? If you feel there will be no effect on other
   areas, be sure to explain your reasoning.
   What will be the impact from this program with respect to complying with cultural competence standards? If you feel there will be no effect in
   this regard, be sure to explain your reasoning.

4. Attend to the financial aspects of your program.

   What specific resources would you suggest for use in your program? For example, what staffing and equipment suggestions would you make? Be
   sure to explain your rationale.
   How will the program fit into the organization’s current budget? In other words, will the program fit into the existing budget, or will concessions
   need to be made?
   What recommendations would you make for ensuring the program is financially sustainable?

5. Consider the evaluation methods and results for your program.

   What will you measure (such as benchmarks, patient outcomes, or other measurable data) in order to evaluate the effectiveness of the program
   implementation?
   What tools will you use to measure the effect of your program on reducing the incidence of healthcare disparities?

C. How will these evaluation tools tell you whether the program is successful?
D. To what extent will the program help ensure healthcare equity across diverse populations? Be sure to justify your reasoning.

VII. Provide a brief summary of the key points and findings of your program proposal.

Guidelines for Submission: Your presentation should be between 15 and 20 slides (in addition to title and references slides) and should contain detailed speaker notes or an audio recording. Please feel free to be creative with this project, experimenting with backgrounds and slide-to-slide transitions; however, be sure that any citations and references are formatted according to APA guidelines.

5

Final Project Milestone Two: Program Design Map

Author’s Name

Institutional Affiliation

Course Name

Instructor

Due Date

Final Project Milestone Two: Program Design Map

The proposed program is to establish a department in IGM to facilitate holistic care of children patients. This holistic care will require patients to be monitored before, during, and after a clinical procedure. The program will be flexible to ensure that each patient receives customized care at a subsidized fee. To gain more insight into the program, there is need to create a logic model to detail the relevant resources, activities, and outcomes. According to (), a logic model is essential in the creation of a visual and explicit representation of all pertinent issues involved in bringing about desirable change in a target group. More so, it reveals the flow of services within the program. In this regard, this paper identifies the key organizational stakeholders of the proposed program and presents the logic model of the program to reveal the expected resource demands and program outcomes.

Key Organizational Stakeholders and their Relationship to the Proposed Program

There are several important stakeholders in the proposed program. First, there are the patients. These individuals are the ones who will be receiving holistic care from the program. Since the service is customized to client needs, these patients will play a big role in the identification of their individual needs to be considered in their care. Second, there are the care givers. This is comprised of physicians, geneticists, nurses, and lab technicians, among others. Each of these professions has a vital role to play in the care of the patients. Their collaborative efforts will be vital in facilitating the therapeutic wellness of the children patients. Third, there are non-governmental organizations and relevant donors. Since the program will be given at a subsidized fee, these stakeholders will be responsible for offsetting the relevant operational costs. Their funds will keep the program running.

Logic Model

OUTPUTS

Short Term: Enhancement of the therapeutic wellness of children patient.

Medium Term: Provision of culturally competent healthcare services.

Long Term: The program will aid IGM in achieving a holistic approach to healthcare, which will consider the whole person in terms of body, emotions, spirit, and mind (Ventegodt et al., 2016).

CONTEXT/ CONDITION OF THE WORK:

Pediatric cancer and genomic program

RESOURCES/ INPUTS

Human: All key stakeholders (patients, healthcare practitioners, NGOs/ Donors)

Financial: NGOs/Donors to facilitate subsidized costs

Organizational: IGM will provide pediatric cancer and genomic program

Community: The community will offer volunteers to assist in the care of patients.

ACTIVITIES

Processes: Genetic testing, pediatric cancer treatment, customized recovery of patients

Tools and Actions: Therapy sessions will be conducted as per the specific needs of individual patients to aid recovery.

PURPOSE:

To enhance the therapeutic wellness of children patients.

Conclusion

This paper has identified the key organizational stakeholders of the proposed program and presented the logic model of the program to reveal the expected resource demands and program outcomes. The major stakeholders are the patients who will be receiving holistic care from the program, the care givers whose collaborative efforts will be vital in facilitating the therapeutic wellness of the children patients, and the non-governmental organizations and relevant donors who will be responsible for offsetting the relevant operational costs. From the logic diagram, each of these stakeholders plays an essential role in facilitating the success of the program. Based on the output of the program, an appraisal will be done to determine if there is a need to carry out changes to the process or not. If desirable outcomes are realized, then the program will continue as it is. If there are undesirable outcomes, then the input and activities will be reevaluated as needed.

References

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5

Final Project Milestone Three: Evaluation Plan

Author’s Name

Institutional Affiliation

Course Name

Instructor

Due Date

Final Project Milestone Three: Evaluation Plan

Proposed Program: “To establish a department in IGM to facilitate holistic care of pediatric patients. This holistic care will require patients to be monitored before, during, and after a clinical procedure (Ventegodt et al., 2016). The program will be flexible to ensure that each patient receives customized care at a subsidized fee.”

Financial Aspects

There are certain resources, which should be used in the program. First, there is staffing. The program requires a collaborative effort of healthcare practitioners from various departments to properly monitor and evaluate the patients’ needs. This will be vital in offering customized care based on individual needs. The program will utilize the current staff for data collection purposes. However, additional staff members will be required for the therapeutic sessions since this program will be facilitated by a new department. Second, there is equipment. Relevant equipment related to the individualized therapy sessions will be required. Examples include bikes, treadmills, massage tools, ultrasound, electric stimulation, and other pertinent equipment. The therapeutic needs of a specific patient will determine the equipment used.

The impact of the program on the organization’s current budget will be minimal. The majority of resources are already present. Data collection to gauge patient needs will be done using the current staff and equipment. Even though the program does not necessarily fit into the existing budget, the concessions that will have to be made will be minimal. These concessions will be in terms of remuneration for the current staff for the extra job they will be doing as pertains to this new program. Also, the department will require new resources to get it running. Nevertheless, considering the program will be supplemented by donor/sponsor funds, it is expected that IGM will undergo minimal changes in terms of its expenditure.

There are certain recommendations that can be considered to ensure the program is financially sustainable. For starters, IGM should aggressively search for as many sponsors/donors as possible to ensure the bulk of operational costs are offset by these parties. Second, charities can be held annually to get the community to contribute towards the department’s activities. Finally, government aid can be sourced to further strengthen the program’s financial capacity. These measures are crucial considering the patients will be paying a subsidized fee for the program’s services. There will be no measurable expense reductions for the organization to cover the costs of the program. It is expected that the money from the patients and the sponsor/donors/government will adequately cover these costs. The program does not create new revenue sources for the organization to offset the program’s costs. Rather, it will rely on donors/sponsors to achieve this purpose.

Evaluation

There are certain factors, which will be measured to evaluate the effectiveness of the implementation of the program. In the context of administrative measures, an appraisal will be conducted to see if the program leads to patient satisfaction in terms of the services offered. Also, the benchmarks set by the administration will be evaluated to see if the program meets them or not. The measurement will also check for the number of patients served and the diversity of the clients compared to the previous case where the program was not used. In the context of clinical measures, an appraisal will be conducted to see if the program results in faster and more effective recovery of the patients in comparison to cases where the program is not used.

There are two tools, which will be utilized in measuring the impact of the program on lowering the incidence of healthcare disparities. The first one is process evaluation, which refers to a technique that evaluates the degree to which a program is operating as designed (CDC, n.d.). The second one is cost-benefit evaluation, which refers to a method that facilitates the comparison between the costs required to operate the program and the benefits generated (CDC, n.d.). Each of these evaluation tools will inform the practice on whether the program is successful. The process evaluation tool will check to see if patients recover more effectively compared to the previous mode of operation where therapy was not used. The cost-benefit evaluation will check to see if the benefits of the program are completely covered by the cost of operating the new department (Brent, 2004). Finally, the program will facilitate healthcare equity across diverse populations by being relatively cost-effective. Since the patients will pay a subsidized fee, it will be accessible by people from all socioeconomic demographics.

References

Brent, R. J. (Ed.). (2004). Cost-benefit analysis and health care evaluations. Edward Elgar Publishing.

CDC. (n.d.). Types of evaluation. CDC. https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwio9Z7vgofuAhXExYUKHU1gCrYQFjACegQIBxAC&url=https%3A%2F%2Fwww.cdc.gov%2Fstd%2FProgram%2Fpupestd%2FTypes%2520of%2520Evaluation &usg=AOvVaw00OGxQwLjEqL_gkDiyqx61

Ventegodt, S., Kandel, I., Ervin, D. A., & Merrick, J. (2016). Concepts of holistic care. In Health Care for People with Intellectual and Developmental Disabilities across the Lifespan. Springer, Cham.

Running head:

FINAL PROJECT 2

FINAL PROJECT 2

Global HR, Diversity, Risk Management, and Social Responsibility

Name

Course

Institution

Date

Diversity and Inclusion

Today, generational differences exist in the workplace as organizations need experienced people and those who have been there before are not retiring early. There are different generations working in organizations and it is not a miracle that you will find a young person being a manger to an older person. According to Knight (2014), it is easy for conflicts to arise when a millennial is managing a baby boomer because the working style of the two people are very different. It is likely that the older person will feel bad being given instructions by someone younger than them and the young person may feel insecure leading people who have more experience than them. There are cases where generational differences have led to conflicts in the workplace.

An organization will have traditionalists, baby boomers, generation Y, and millennials. The communication style of all these generations is not the same. Generation Y and millennials are used to the computer and therefore they are faster, while on the other hand, baby boomers are slow and their communication is literally reversed. HR has to understand all these in order to put across the necessary communication strategies for easy management of this diverse workforce. The first step for HR to manage a diverse workforce in to understand it. Accommodating the differences that exist in the different generations will keep employees engaged. HR has to ensure mentoring is cross-generational. This involves putting together different generations such as baby boomers and millennials to complete certain tasks together. It will allow employees the chance to work with each and understand the differences that exist between them. Consistent human resource surveys will help understand employees better and their needs. This includes ensuring there is equality across all generations so that all employees feel they are important.

Risk Management

Part of an organization’s plans include risk management and most decisions made must include exploration of risks and ways of mitigating them. HR has to do planning in an organization and this will allow the team to identify the risks involving human resources and their management. Even if the productivity of the organization is good, HR has to prepare for the risk and develop strategies to mitigate the risks and this will prevent problems such as employee turnover and ensure continued productivity. Remaining proactive in risk management ensures the organization’s productivity remains strong and remaining reactive can lead the organization into problems. According to Kraev and Tikhonov (2019), the hiring and training is the most important step for HR to mitigate some of the risks that might befall its personnel. For instance, sexual harassment is a risk that HR can mitigate by implementing anti-harassment policies which when employees violate them, they know what will happen. Racism, sexism, and other forms of discrimination can be prevented in the same way too.

Corporate Social Responsibility

In corporate social responsibility, employees are an important stakeholder, and this is why HR has to be involved in it. If the goal is to get every employee considering sustainability or corporate social responsibility across every business function, the HR function plays such a key role (Babcock, 2015). HR has the responsibility to come up with plans that aim to develop environmental and social goals that align with the financial position of the organization. The organization will have HR as a partner in working together to develop corporate values and help the organization develop corporate sustainability. It is the role of HR to create a team of employees equipped with social values that align with the general corporate goals. CSR concentrates more on how the organizations carries out its operations, and it is the workforce that does all that. HR can achieve corporate social responsibility by training employees better ways of preserving the environment such as waste and chemical disposal. They can help the organization in finding better ways of recycling. An organization’s goal is to ensure it relates well with the external community and employees can be trained to achieve this. HR has to align with operations in a sustainable manner.

HR in the Global Context

In the global context, it is the role of HR to select an appropriate person to carry out their assignments overseas. The expatriate preparation starts by choosing the right person for the task. HR starts by preparing the qualified personnel including preparation of their papers which must containing their roles and responsibilities, salary, housing, and many more. Human Resources has to carry out a survey of various components of the expatriate program and understand everything associated with it. These components include culture of a country, political and legal system, and its economic system. Understanding all these will ensure HR prepares their employees well and this will help mitigate risks.

HR has to educate and train an employee well on the country they are going to work. This would ensure the employee functions better in that country and helps achieve organizational goals. It will be easy for the employee to deal with issues like cultural differences and they will desire to learn and get new experiences.

References

Babcock, P. (2015). Accelerating HR’s Role in CSR and Sustainability. Retrieved from

https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/ethical-practice/pages/hr-role-csr-sustainability.aspx

Knight, R. (2014). GENERATIONAL ISSUES: Managing People from 5Generations. Harvard Business Review

Kraev, V. M., & Tikhonov, A. I. (2019). Risk management in human resource management. TEM Journal, 8(4), 1185.