Health care Capstone Project

Health care project Student name Student number School name 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 1Year 2Year 3Total budgetResult 01Activity 1Task 1Task 2Activity 2Cost per yearTable 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. Performance indicators and their definitions Project purposeExpected resultsIndicators Improve management of health care provisionIncrease in number patients attended to by medical personnel  Number of patients Reduced waiting time by 20% Waiting timeIncrease in service satisfaction by patients Opinion of patients A good indicator should be valid, reliable, specific and sensible. 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). 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 ...