NURS FPX 6218 Assessment 3 Planning for Community and Organizational Change

Name

Capella university

Prof. Name

Date

Planning for Community and Organizational Change Summary

The lack of health insurance has become a pressing issue at Jordan’s St. Francis Healthcare System, where healthcare providers are witnessing a troubling rise in patients with untreated or advanced medical conditions. Many individuals in the community lack adequate health insurance, which prevents them from accessing routine medical care. As a result, conditions like diabetes, hypertension, and even cancer are often not diagnosed until they have reached critical stages. This situation highlights the urgent need for policy changes to expand access to affordable health insurance, ensuring that all members of the community can receive timely and preventive care (Capella University, n.d.).

Summary

Benefits and Implications

The proposed changes to address the lack of health insurance at Jordan’s St. Francis Healthcare System would result in several direct benefits. By expanding access to affordable health insurance, patients would be able to receive timely and preventive care, reducing the incidence of untreated or advanced medical conditions. This would lead to improved management of chronic diseases, early detection of severe conditions like cancer, and overall better health outcomes. Improvements in overall health would have a profound positive impact on the community. With better health outcomes, the community would also experience a decrease in healthcare costs, both at the individual and systemic levels. Furthermore, ensuring that more community members have access to necessary healthcare would promote a sense of equity and social justice, strengthening community ties.

NURS FPX 6218 Assessment 3 Planning for Community and Organizational Change

Numerous studies support the claim that access to health insurance significantly improves health outcomes. For instance, research found that individuals who gained insurance coverage through the Affordable Care Act experienced better management of chronic conditions and lower mortality rates compared to those without insurance (Glied et al., 2020). Additionally, a study demonstrated that expanding Medicaid coverage in certain states led to reduced emergency department visits and hospitalizations for preventable conditions, indicating the effectiveness of insurance in promoting preventive care (Moghtaderi et al., 2020).

There is a possibility that stakeholders jump to unfounded conclusions regarding the scope and impact of these changes, particularly concerning costs and implementation challenges. To avoid this risk, it is crucial to engage stakeholders early in the process through transparent communication, providing them with clear, evidence-based information about the proposed changes and their expected benefits (Lehtinen & Aaltonen, 2020). By demonstrating how similar changes have succeeded in other communities, stakeholders can feel more confident in the proposed solutions.

Potential Barriers to Change

People resist change for several reasons, often rooted in fear and uncertainty. Change can disrupt established routines, create anxiety about the unknown, and challenge individuals’ sense of security or competence. For example, healthcare providers may fear that changes to the health insurance system could increase their workload or alter their interactions with patients (Shah et al., 2022). In contrast, patients might worry about the affordability or accessibility of care under a new system. In Jordan’s St. Francis Healthcare System and the broader community, several factors could contribute to resistance to health insurance changes.

Within the organization, a lack of clear communication about the benefits and implementation of changes can lead to misinformation and fear. Additionally, suppose staff feel that their input is not valued or that the changes are being imposed without adequate support. In that case, they may resist out of concern for their roles and responsibilities. In the community, resistance could stem from a deep-seated mistrust of the healthcare system or fear that changes might lead to higher costs or reduced quality of care. Cultural factors and previous negative experiences with the healthcare system may also contribute to scepticism and resistance (Leite et al., 2022).

Strategies for Changing Barriers into Opportunities and Resolving Conflict

In Jordan’s St. Francis Healthcare System, the primary drivers of change are the growing number of patients presenting with advanced medical conditions due to a lack of health insurance. This situation has highlighted the urgent need for reform to ensure that more community members have access to timely and preventive care. Other drivers include the rising healthcare costs associated with treating preventable conditions in emergency settings, the push for more significant health equity, and the broader societal demand for a more inclusive healthcare system.

My vision for change is to create a healthcare system at St. Francis that provides accessible and affordable health insurance for all community members, particularly those who are currently uninsured or underinsured. This system would focus on preventive care, early diagnosis, and effective management of chronic diseases, leading to better health outcomes, reduced healthcare costs, and more significant equity in healthcare access.

The expected outcomes include earlier detection and treatment of chronic diseases, as well as an overall improvement in community health (Starkey & Bunch, 2022). The timeline for implementing these changes would be phased, starting with an initial six-month period for stakeholder engagement and planning, followed by a one-year pilot program for expanded insurance coverage and a subsequent two-year period for full implementation and evaluation. Effective communication is crucial to overcoming resistance and ensuring the success of the proposed changes. I would establish a transparent communication plan that includes regular updates and forums for feedback.

NURS FPX 6218 Assessment 3 Planning for Community and Organizational Change

Engaging stakeholders early in the process, including healthcare providers, patients, community leaders, and policymakers, would help build trust and ensure that their concerns are addressed. To overcome resistance, I would focus on educating stakeholders about the benefits of the proposed changes, providing evidence from successful case studies, and offering training and support to healthcare providers (Pereno & Eriksson, 2020). 

Conflict resolution would involve identifying the key concerns of different stakeholder groups and finding common ground. For instance, if there is a conflict between the need to reduce costs and the desire to maintain high-quality care, I would facilitate discussions to explore innovative solutions that address both concerns, such as investing in preventive care to reduce long-term expenses. Mediation and negotiation techniques would be employed to resolve conflicts, ensuring that all voices are heard and that decisions are made based on consensus wherever possible (Goldberg et al., 2020). By turning barriers into opportunities—such as using the challenge of resistance to foster deeper stakeholder engagement—we can create a more resilient and effective healthcare system that benefits the entire community.

Stakeholder Communications

To help stakeholders at Jordan’s St. Francis Healthcare System understand and evaluate the proposed changes of expanding access to affordable health insurance, it is essential to consider the influence and roles of key stakeholders, the potential effects on the organization, and the specific data needed for informed decision-making. The primary stakeholders include the executive leaders, healthcare providers, and patients within the community. Executive leaders, such as the CEO and board members, hold significant decision-making power and will assess the financial viability and strategic alignment of the proposed changes. Healthcare providers, including doctors and nurses, will be directly impacted by the increased patient load and changes in care delivery, making their support crucial for successful implementation.

The proposed expansion of affordable health insurance is expected to have significant effects on the organization. Operationally, the healthcare system may see an increase in patient volume, necessitating adjustments in staffing levels, resource allocation, and care coordination practices (Dieleman et al., 2020). Financially, while there may be initial costs associated with the implementation of new systems and services, the organization stands to benefit from a more stable and potentially increased revenue stream due to the more extensive insured patient base. Additionally, this change could enhance the organization’s reputation as a community-focused healthcare provider, potentially attracting more patients and partnerships (Gao et al., 2021).

NURS FPX 6218 Assessment 3 Planning for Community and Organizational Change

Decision-makers will require specific data to evaluate the proposed changes effectively. First, a detailed cost-benefit analysis should be provided, outlining the expected return on investment from expanding insurance access. This should include projections of patient volume increases, associated revenue, and the costs of scaling up operations. Second, patient outcome data from similar initiatives should be presented to demonstrate how increased insurance coverage has led to improved health outcomes and patient satisfaction in comparable settings (Dang et al., 2021).

To ensure effective communication and evaluation, a targeted pilot program could be introduced as a strategic approach. This pilot would allow the organization to implement the changes on a smaller scale, monitor outcomes, and gather feedback from both healthcare providers and patients. The data collected from the pilot would provide valuable insights into the feasibility and impact of the broader implementation, allowing for necessary adjustments before a full-scale rollout. This approach not only mitigates risks but also builds confidence among stakeholders, ensuring that the proposed changes are both practical and beneficial for the organization and the community it serves (Teixeira da Silva et al., 2021).

References

Capella University. (n.d.). Vila Health: Planning for change. https://www.google.com/url?q=https://media.capella.edu/CourseMedia/nurs-fpx6218element236957/wrapper.asp&sa=D&source=apps-viewer-frontend&ust=1711700540866615&usg=AOvVaw1f9xRFvtxS70bqp0FAC7KY&hl=en

Dang, A., Dang, D., & Vallish, B. N. (2021). Importance of evidence-based health insurance reimbursement and health technology assessment for achieving universal health coverage and improved access to health in India. Value in Health Regional Issues, 24, 24–30. https://doi.org/10.1016/j.vhri.2020.04.007 

Dieleman, J. L., Cao, J., Chapin, A., Chen, C., Li, Z., Liu, A., Horst, C., Kaldjian, A., Matyasz, T., Scott, K. W., Bui, A. L., Campbell, M., Duber, H. C., Dunn, A. C., Flaxman, A. D., Fitzmaurice, C., Naghavi, M., Sadat, N., Shieh, P., & Squires, E. (2020). US health care spending by payer and health condition, 1996-2016. JAMA, 323(9), 863–884. https://doi.org/10.1001/jama.2020.0734

NURS FPX 6218 Assessment 3 Planning for Community and Organizational Change

Gao, L., Shi, L., Meng, Q., Kong, X., Guo, M., & Lu, F. (2021). Effect of healthcare system reforms on public hospitals’ revenue structures: Evidence from Beijing, China. Social Science & Medicine, 283, 114210. https://doi.org/10.1016/j.socscimed.2021.114210

Goldberg, S. B., Sander, F. E., Rogers, N. H., & Cole, S. R. (2020). Dispute resolution: Negotiation, mediation, arbitration, and other processes. Aspen Publishing. https://books.google.com.pk/books?hl=en&lr=&id=tAGBEAAAQBAJ&oi=fnd&pg=PR21&dq=Mediation+and+negotiation+techniques++for+conflict+resolution&ots=7TCkdyTi56&sig=mJkU-cz-fswdgsbjyjDta917sYM&redir_esc=y#v=onepage&q=Mediation%20and%20negotiation%20techniques%20%20for%20conflict%20resolution&f=false 

Glied, S. A., Collins, S. R., & Lin, S. (2020). Did the ACA lower Americans’ financial barriers to health care? Health Affairs, 39(3), 379–386. https://doi.org/10.1377/hlthaff.2019.01448 

Lehtinen, J., & Aaltonen, K. (2020). Organizing external stakeholder engagement in inter-organizational projects: Opening the black box. International Journal of Project Management, 38(2), 85–98. https://doi.org/10.1016/j.ijproman.2019.12.001 

NURS FPX 6218 Assessment 3 Planning for Community and Organizational Change

Leite, H., Williams, S., Radnor, Z., & Bateman, N. (2022). Emergent barriers to the lean healthcare journey: baronies, tribalism and scepticism. Production Planning & Control, 1–18. https://doi.org/10.1080/09537287.2022.2054386 

Moghtaderi, A., Black, B., Zocchi, M., Klauer, K., Pilgrim, R., & Pines, J. M. (2020). The three-year effect of Medicaid expansion on emergency department visits and admissions. Annals of Emergency Medicine. https://doi.org/10.1016/j.annemergmed.2020.07.021 

Pereno, A., & Eriksson, D. (2020). A multi-stakeholder perspective on sustainable healthcare: From 2030 onwards. Futures, 122(2). https://doi.org/10.1016/j.futures.2020.102605 

Shah, A. H., Becene, I. A., Nguyen, K. T. N. H., Stuart, J. J., West, M. G., Berrill, J. E. S., Hankins, J., Borba, C. P. C., & Rich-Edwards, J. W. (2022). A qualitative analysis of psychosocial stressors and health impacts of the COVID-19 pandemic on frontline healthcare personnel in the United States. Qualitative Research in Health, 2, 100130. https://doi.org/10.1016/j.ssmqr.2022.100130 

Starkey, K. K., & Bunch, L. (2022). Health insurance coverage in the United States: 2021 current population reports acknowledgments. U.S. Census Bureau. https://www.census.gov/content/dam/Census/library/publications/2022/demo/p60-278.pdf 

Teixeira da Silva, D., Bouris, A., Ramachandran, A., Blocker, O., Davis, B., Harris, J., Pyra, M., Rusie, L. K., Brewer, R., Pagkas-Bather, J., Hotton, A., Ridgway, J. P., McNulty, M., Bhatia, R., & Schneider, J. A. (2021). Embedding a linkage to preexposure prophylaxis care intervention in social network strategy and partner notification services: Results from a pilot randomized controlled trial. JAIDS Journal of Acquired Immune Deficiency Syndromes, 86(2), 191–199. https://doi.org/10.1097/qai.0000000000002548 

Appendix A: Grant Proposal

Need Statement

The lack of access to affordable health insurance is a critical issue facing the Jordan’s St. Francis Healthcare System, significantly impacting the health outcomes of the community it serves. This problem is particularly acute in the region, where many individuals are either uninsured or underinsured, leading to delayed or neglected medical care. As a result, healthcare providers at St. Francis are witnessing an alarming rise in patients presenting with advanced and preventable medical conditions such as late-stage cancer, untreated diabetes, and severe hypertension, all of which could have been managed or mitigated with earlier intervention and regular medical oversight (Capella University, n.d.).

The affected population includes a broad demographic range, with low-income families, elderly individuals, and those with chronic illnesses being the most vulnerable. These groups are often unable to afford the premiums associated with health insurance, leaving them without access to necessary preventative care and ongoing medical treatment (Capella University, n.d.). Barriers to implementing the proposed change include potential resistance from stakeholders concerned about the financial implications of expanding insurance access, logistical challenges related to increasing patient capacity, and the need for coordinated efforts across multiple departments to manage the influx of insured patients effectively. Additionally, there may be skepticism about the sustainability of the initiative, particularly in terms of funding and long-term resource allocation.

The need for this change has been defined using a combination of patient outcome data from St. Francis, community health surveys, and national studies highlighting the correlation between insurance coverage and health outcomes. Research from similar healthcare systems that have successfully expanded insurance access underscores the potential benefits of such an initiative (Glied et al., 2020). Other ongoing efforts to address this problem include local outreach programs aimed at enrolling individuals in government-subsidized insurance plans and national studies advocating for policy reforms to increase the affordability and accessibility of health insurance (Glied et al., 2020).

Program Description

The proposed change initiative at Jordan’s St. Francis Healthcare System aims to expand access to affordable health insurance for the community it serves. This initiative is designed to address the growing issue of uninsured individuals who are unable to access regular medical care, leading to preventable and advanced health conditions. The initiative will primarily target low-income families, elderly individuals, and those with chronic illnesses who are currently uninsured or underinsured. The key stakeholders involved in the implementation will include St. Francis Healthcare’s executive leadership, healthcare providers, community outreach coordinators, and local government officials. Additionally, insurance companies and policymakers will play a crucial role in facilitating the expansion of affordable health insurance options. 

The implementation of the proposed changes will follow a phased timeline. The initial six-month period will focus on stakeholder engagement and planning, during which key partnerships will be established, funding secured, and strategic plans developed. Following this, a one-year pilot program will be launched to test the expanded insurance coverage, allowing for adjustments based on real-time feedback and data. After the pilot phase, a subsequent two-year period will be dedicated to full implementation and ongoing evaluation of the program’s effectiveness. This final phase will include scaling up the initiative across the entire service area, continuous monitoring, and making refinements to ensure long-term success. The proposed changes will be implemented across the entire St. Francis Healthcare System in Jordan. 

This initiative is essential for improving the management of chronic diseases and overall health outcomes in the community. By expanding access to affordable health insurance, the initiative aims to provide consistent and timely medical care, enabling better management of chronic conditions such as diabetes, hypertension, and heart disease. This will help prevent complications and improve the quality of life for individuals living with chronic illnesses, ultimately leading to healthier lives and reduced long-term healthcare costs.

The implementation strategy will involve a multi-faceted approach. St. Francis Healthcare will establish a dedicated task force responsible for coordinating the initiative. This task force will work closely with insurance providers to develop affordable plans and with community leaders to identify the most effective outreach strategies. Educational materials will be developed and distributed, and workshops will be held to guide individuals through the enrollment process. The progress of the initiative will be closely monitored, with adjustments made as needed to ensure its success. Regular meetings with stakeholders will be held to review outcomes, address any issues, and ensure that the initiative remains on track to meet its goals.

Goals and Objectives

The primary goal of the change initiative is to enhance the management of chronic diseases and improve overall health outcomes by expanding access to affordable health insurance at St. Francis Healthcare System. The objectives include increasing insurance coverage among underserved populations, ensuring timely access to medical care for individuals with chronic conditions, and reducing complications associated with unmanaged illnesses. This initiative aims to create a more equitable healthcare environment where all patients receive the necessary care to maintain and improve their health.

Program Evaluation

The evaluation of this change initiative will be overseen by an oversight committee that includes executive leaders from both Vila Health and St. Francis Healthcare System, along with medical professionals and community representatives. Evaluation will occur quarterly, focusing on metrics such as insurance enrollment rates and improvements in chronic disease management. Reports will be delivered to the executive leadership teams of Vila Health and St. Francis Healthcare System. Key stakeholders, including community members, will be actively involved in the evaluation process, providing feedback to guide the initiative’s ongoing implementation and adjustments.

Summary

This change is crucial for the community in Jordan as it addresses the pressing issue of inadequate chronic disease management due to limited access to affordable health insurance. By improving insurance coverage, the initiative will enhance the overall health outcomes of the community, leading to better management of chronic conditions and a healthier population. The goals and objectives of this initiative align with those of Vila Health, which is committed to expanding healthcare access and improving community health. Vila Health’s financial support is vital to the success of this initiative, as it will enable the implementation of necessary resources and infrastructure to achieve these goals. We sincerely thank Vila Health for considering and supporting this initiative, recognizing that their involvement is key to making a lasting impact on the health of the Jordan community.

Appendix B: Project Budget