Implementation Schedule for Increasing Nurses’ Salary in Diversicare Essay

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Table of Contents

Introduction
Main body
Conclusion
References

Introduction

An implementation schedule is an essential aspect of healthcare since it shapes the strategies to be enacted to bring about change. Besides, the implementation schedule is vital in pinpointing all the crucial actions essential for effective plan execution. In healthcare, this being the case, a timeframe should be established for how the organization intends to carry out its strategic initiative (Höglund, 2018). The steps required to complete to ensure success are also documented through the timeframe. With this in consideration, the primary purpose of this paper is to establish an implementation plan for a strategic initiative. The organization being investigated is Diversicare Healthcare, a premier and trusted post-acute care provider. This paper will entail a timeline of the steps that need to be executed by Diversicare Healthcare, the resources required, and finally, how the action plan aligns appropriately with its strategic initiative.

Main body

The organization’s implementation schedule for the first 60 days is as follows.

Period	Activities
Day 1 – 14	The members responsible for the strategic initiative will convene with other key stakeholders to outline the objectives of implementing the heartfelt connector funding model for the organization. Skilled personnel from different healthcare facility departments will be appointed to form the project oversight committee. The project budget will be established, guided by the organization’s finance department. The existing resources that Diversicare Healthcare already has or will have to acquire will be pinpointed to ensure the success of the strategic initiative. Different project goals that must be attained at specific stages will be stated and categorized. The projected timeframe required to complete the project will be approximated.
Day 15 – 60	The information will be made public to the Healthcare leadership. This will ensure that the information will be dispensed to the organization’s entire workforce. The project’s marketing strategy will be established and implemented by the appointed members of the project committee. Other funding models’ efficacy will be evaluated and compared to the selected connector model. An action plan for the project will be established and implemented. This will ensure that the funding model is a success while reporting any issues to the oversight committee. Additional resources from the organization’s departments will be acquired to ease the completion of the project.

After the end of the first sixty days since the commencement of the project, all the staff members of the healthcare facility should be aware of the project. Diversicare Healthcare should have detected and managed any possible internal vulnerability areas. Feedback regarding the operations of the project should also have been collected from the staff members. Besides, the different people within the organization must be trained or made familiar with the new financing model to enhance the organization’s contributions. The following is the project implementation plan for the remaining days of the project’s duration:

Period	Activities
Day 61 – 90	The rollout will get schemed across the various departments of the organization. Any initial data analysis of the new Diversicare Healthcare funding model will be assessed and acted upon appropriately. The initial project outcomes will be looked at and compared to the organization’s mission, vision, and goals. Any required changes to the initiative through the information gathered from both the internal and external stakeholders will be assessed and carried out to better the project’s progression.
Day 91 – 180	The performance of the project will be well observed through the monitoring tools available. Several bi-weekly meetings will be held with the diversicare Healthcare staff to determine whether the new funding model is operational. Final adjustments will be made to enable productive and systematic integration of the new funding system within the whole organization.

During the course of its operations, Diversicare Healthcare will provide post-acute care as well as disaster relief and disaster preparedness education. The suggested emotional connection financing model will allow the organization to collect more finances. This money will be used to aid the general public as well as the organization’s employees on a continuing basis.

The essential competencies necessary in this situation will include the ability of the organization’s people to develop clear links among volunteers via the planning of special fundraising events, among other things (Svensson, 2017). The resources and capabilities are then linked to the strategic initiative. They are essential for ensuring that the new financing model is successful, taking all of this information into account. It would be difficult for the Red Cross organization to execute the emotional connection financing model if it did not have their support.

Conclusion

In conclusion, the unique financing approach is consistent with Diversicare Healthcare’s strategic ambitions, including enhancing the organization’s efficiency by a minimum of 5 percent per year for the next five years. If the nurses on the organization’s team are compensated more fairly, they will be more excited about their professions and about providing high-quality service (Rosen, 2018). The team members will strive tirelessly to create an inviting, caring, safe, and professional environment for our customers and one another.

References

Höglund, L., & Linton, G. (2018). Smart specialization in regional innovation systems: a quadruple helix perspective. R&D Management, 48(1), 60-72.

Svensson, P. G., Hancock, M. G., & Hums, M. A. (2017). Elements of capacity in youth development nonprofits: An exploratory study of urban sport for development and peace organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 28(5), 2053-2080.

Rosen, M. A., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D., Pronovost, P. J., & Weaver, S. J. (2018). Teamwork in healthcare: Key discoveries enabling safer, high-quality care. American Psychologist, 73(4), 433.