Health care project

Propose an implantation plan(who will do what when), free health clinics, religious, or medical access in Luzerne or Lackawanna County, Pennsylvania, or on the national scope¦¦¦¦¦¦¦. Introduction The report looks at the criteria of mobilizing grants for the increasing diagnostic services in care and concern free health clinic. The estimated cost stands at $ 25,000 for the year 2012. The grant will cover up out of pocket diagnostic service costs being paid out by the clinic. Criteria Grant mobilization for the clinic will take different criteria. The clinic mandate is to provide free health care services to patients. It works closely with health care volunteers and clinic staff from the church, local community, schools, and government hospitals. The project seeks to mobilize grants that will aid in provision of health care services to the patients in line with its objectives. In order to cater for the increasing cost of diagnostic services, the hospital will request for increased funding from its current and new funders. This will be done through sending request letters requesting them to provide for the increased budget and call workshops with current volunteers to explain the need for the increased funding. The clinic intends to reach out to new funders, from both public and private entities to boost the financial capabilities of the clinic. Interview with the clinic staff and administrators will give a guide on the requirement of the clinic, financial position, and ability to perform. Combining this information with health administration theories will give basic foundation for the proposal. Implementation of plan Provision of free health care by the clinic will require the commitment of all players with clinic director taking the leadership role in the project. However different actions are necessary for the success of clinic project which include provision of adequate resources, and support for the project. The success of the product will require constant review and use of qualified coordinators, continuous support for data collection, monitoring quality indicators and efficient payment system, (Belanger, 1997). Project sustainability: this project will require commitment by all stakeholders to support the implementation process, use of trained staff and developing sustainable process besides adopting quality monitoring tools, (Besner and Hobbs, 2004). There is need for systematic approach through frequent standard updates, communication and training staff on health care standards, putting in place standard health care procedures, processes and reporting mechanisms and evaluating performances, (Brandon Jr, 1998). Communication plan: effective communication is essential for the success of this project. Communication within the clinic, patients and external players such as donors on the progress of the project is essential for its sustainability. Communication is essential in sending important information, for instance to announce a new directive. Posters can be used to communicate to patients about their role in quality health care. Sustainability and development: The project success will combine implementing mechanisms and the role of all stakeholders, (Cash and Fox, 1992). Government through the ministry of health, locals, the religious community, volunteers and health institutes participating in the project process need to be involved. Competent project personnel: implementation will require use of competent and qualified personnel in the field of health, project management and financial management. Currently there are volunteer workers offering services to uninsured and underinsured patients. However the growing number of patient may require increased staff to provide required services. This will include experts who can work independently and in a team of other workers. Quality service provision: the project will engage in the provision of quality service to its patients. However this will only be possible if the laid out procedures are followed to the later. There is need for consolidated efforts to by all stakeholders to play their roles in achieve these objectives. Active sponsorship and enhanced funding is necessary for the provision of quality health care. Roles and responsibilities The project manager will be the overall in charge of all aspects in the clinic with responsibility of managing all the project resources from the onset to the project. He will be responsible to ensure that project outputs are produced as expected. The project manager will perform technical duties like training of project staff on matters relating to project, training community and project customers on their roles in health matters. He will alert top management on project achievements, changes on the project and project problems. Project manager will recommend adjustments to the project and take corrective measures. He will be responsible for achieving the expected project results; provision of health care services to uninsured patients. However, attaining project purpose may depend on factors beyond his control and therefore cannot assume total responsibility for the success and failure of the project. Project monitoring Reviewing relationship with funders: there will be funding for diagnostic services hence the need for project manager and other project implementers to familiarize themselves with the new agreement. Clauses relating to transfer of funds, project implementation structures and involvement of project funders and reporting requirements should be adhered to by the implementers, (Varda et al, 2012). Making an operation plan: Project activities that are necessary for achieving project goals will be clearly outlined to show sequence and timing of each project activity and expected results. Making annual work plans: this will be based on the operational plan for the clinic project. The work plans state in greater detail the time of technical implementation and associated financial expenditures. It forms the basis for monitoring. The following activities are defined in the annual work plans: >expected results to be attained >Activities to be performed >tasks to be performed >budget stating funds needed to implement the annual plan Breaking down the project budget: the approved budget for the project is broken down. Project costing is calculated based on the activities, tasks and expected outcomes of the project. The budget is then broken down by years or even shorter periods to indicate resources that will be needed for to accomplish work plans. Year 1 Year 2 Year 3 Total budget Result 01 Activity 1 Task 1 Task 2 Activity 2 Cost per year Table 1. Simplified budget template for the clinic. The detailed budget will be required by the project manager. However senior management and financing partners will be served with summarized budged. Budget will be necessary for financial monitoring and accountability. Preparing a monitoring plan: this will address the expected project results, that is, to what extent has expected results been attained or whether the expected results have been attained in the first place, (Pan American Health Organization, 1999). Performance of task and activities levels will be gauged against the calendar of activities and budget. It is vital in data planning and collection process in any given project. Comparable data will be collected regularly and helps in keeping the monitoring system on track. Elements of monitoring plan for the clinic are discussed below. a) Performance indicators and their definitions Project purpose Expected results Indicators Improve management of health care provision Increase in number patients attended to by medical personnel Number of patients Reduced waiting time by 20% Waiting time Increase in service satisfaction by patients Opinion of patients A good indicator should be valid, reliable, specific and sensible. b) Baseline data. There is need to carry out baseline survey to know the situation before the commencement of the project so as to be to measure the project results. For instance, will find the current quality of health care service, the number of patients being attended to, the kind of illnesses and so for forth to give the basis for measuring the success of the project, (Adams and Caldentey, 1997). c) Performance targets: They show the exact level and timing of the project results for instance, to increase the number of patients from the current 4500 to 6000 by the end of first of implementation (Adams and Barndt, 1983). A final project target is the planned value of an indicator by end of project period. It has long time frame which towards the completion of the project. For instance in this project, the final target is to provide quality health services for all uninsured and underinsured people in Pennislavia, lazern area. Only 20% are currently able to access these services. d) Means to verify and data source: These are pre-defined in the project document and in the project fort clinic it will provided and if new indicators arise, means of verification will be developed. Data source is the credible data source to verify the project indicators. The same data source will be maintained to avoid inconsistencies. Other crucial aspect in monitoring plan are data collection methods which will clearly stated in project document, those responsible for collecting different types of data will be defined beforehand, (Schmidt, 2009). Data analysis plan, reporting, review and use of the results. Analyzing monitoring results The analysis will be done through a comparison of actual performance against the plan, actual budget spending against the expected spending and noting variations and discrepancies. Explanations will be required for the deviations from expected and corrective measures in areas on underperformances. For instance, to increase number of patients being attended to from 4500 to 6000 in the fist year. No planned Actual no % Budgeted cost Actual cost Deviation 6000 5500 75 365000 410000 125% Monitoring results will take into reports and may be used in subsequent similar projects. This addresses two main issues; technical execution focusing on results of the project and financial execution relating to project budget and the actual cost of the project. Application of MHA tools Financial data The project will use and maintain sound financial management system using qualified financial analysts to ensure accurate and timely information on project resources and expenditures. The type of financial system will be agreed on before the onset of the project to ensure accountability. Financial reports will aid in knowing variations from budgeted expenditures and take remedial measures. This will aid in project management and subsequent funding will depend on efficiency of financial system the project will put in place. There will be close collaboration between financial specialists and the procurement officers to ensure that proper internal controls are in place for all procurement procedures and processes. There will be proper computerized accounting system to gather process and organize accounting and financial data to produce useful financial information by all interested parties for decision making processes of the project and fulfillment of the legal requirements. Periodic financial reporting using project management report will be undertaken to facilitate project monitoring and implementation process. financial report consist of project sources and uses of funds, use of funds by different project activities, project balance sheet, project cash withdrawals and disbursements, special account statements and project cash forecast. Statistical data Data analysis and interpretation will be conducted to aid in decision process of the project. The results of analyzed will indicate trends of the project and necessary projections could easily be made. The future health conditions and achievement of the project will depend on the statistical data obtained. Kinds of information for analysis include the health conditions, mortality rate, health care use and expenditures, life expectancy, risk factors and disease prevention, health insurance access, pregnancy and birth among others are expected information to be subjected to statistical analysis. Budgeting Project budget will be drawn based on the objectives and funding. The budget will quantify the resources needed both personnel and finance to accomplish project objectives, (Patanakul et al, 2010). Budgetary planning, monitoring and review will be tasked to qualified personnel. Different factors will be considered before formulating project budget which include limiting factors such as finance and the ability to implement it, previous spending by the clinic on similar project, likely sources of finance for the project and level of health care demand. Amount received and amount to be spent on the project is what will determine the budget. Monitoring will be undertaken to ensure that the budget is on course. Any variations from the expected expenditures have to explained and reviewed accordingly for the success of the project, (Apm, 2000). Budget planning for the project will involve all the players including the project financiers and implementers and beneficiaries to make it more realistic as possible. Budget detail will be communicated to anyone with interest in the project including the authorities. Checklist project management technique will be used to compare the budgeted results against the actual results of the project activities. This, according to findings of Baccarini, (1999), helps in noting if the project implementation is on the right course. Data quality. The quality of data collected in the course of this project will be enhanced by use of qualified personnel and tools for data collection recommended in the health sector. Narrative technique will be employed to obtained detailed data as required. Data quality management model will be used to provide continuous quality improvement for data quality in the clinic through data application, collection, analysis and warehousing. Data quality management model will ensure data accuracy, accessibility, timeliness, comprehensiveness, relevance , data currency, definition, precision and consistency.Use evidence based management in this project The project will adopt evidence based health care provision by employing latest health care practices in conjunction with health institutions. Making better use of research evidence from health care institutions will be vital in provision of health care services by the clinic. The project will work closely with government agencies, academic canters and professional associations for health care managers to help in adopting evidence based managerial practice, )Kieran, et al, 2001). Conclusion The health care project will take participatory approach in the project design, monitoring and evaluation to enhance ownership and promote sustainability of the process by all stakeholders. This is meant to bring in greater involvement and shared commitment and responsibilities. The sustainability and development of this project will heavily depend on the support given by all stakeholders in the project. This includes local community, health care staff, patients, the government and funders of the project. Project monitoring will be enhanced as an integral part of project management and is expected to pay up in the long run. It is a better way of managing project and it saves time and efforts of all players by making it easier to make follow ups. The clinic project intends to offer free health care services to poor residents who are not covered by health care insurance in the area. This is in line with the government policy for free health care for all citizens. References Adams, J. R. and Barndt, S. E. (1983), ˜Behavioral Implications of the Project Life Cycle™, In: Project Management Handbook, Cleland, D. I. and King, W. R., New York, NY: Van Nostrand Reinhold, pp. 183“204. Adams, J. R. and Caldentey, M. E. (1997), A Project-Management Model. Field Guide to Project Management, USA: International Thomson Publishing Company, pp. 48“60. Apm (2000), Project Management: Body of Knowledge, Peterborough, UK: G&E 2000 Limited. Baccarini, D. (1999), ˜The Logical Framework Method for Defining Project Success™, Project Management Journal, Vol. 30, No. 4, pp. 25“32. Belanger, T. C. (1997), Choosing a Project Life Cycle. Field Guide to Project Management. D. I. Cleland. USA, International Thomson Publishing Company, pp. 48“60. Besner, C. and Hobbs, B. (2004), An Empirical Investigation of Project Management Practice: In Reality, Which Tools do Practitioners Use?, PMI Research Conference 2004, London, UK. Brandon Jr., D. M. (1998), ˜Implementing Earned Value Easily and Effectively™, Project Management Journal, Vol. 29, No. 2, pp. 11“19. Cash, C. and Fox, R. (1992), ˜Elements of Successful Project Management™, Journal of Systems Management, pp. 10“12 Kieran walshe and Thomas G. Rundall. 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Strategic Project Management Made Simple: Practical Tools for Leaders and Teams. John Wiley & Sons. (American Psychological Assoc.) Varda, D., Shoup, J., and Miller, S. (2012). A Systematic Review of Collaboration and Network Research in the Public Affairs Literature: Implications for Public Health Practice and Research. American Journal of Public Health, 102(3), 564-571. doi:10.2105/AJPH.2011.300286 Place your order now¦¦¦¦¦¦¦