DJ158 REDUCTION AND PREVENTION OF FALLS AMONG PATIENTS WITH DEMENTIA AT KINDRED HOSPITAL
DJ158 JAM 1 Task 1
The most vital step in a project cycle is the implementation phase since it ensures that every conceptualized idea is translated into reality to achieve the goals and objectives. Central to the implementation is a strategic plan for executing the proposed health improvement project (Leeman et al., 2017).
While the primary focus is on implementing the project successfully, various aspects have to be considered, such as the socioeconomic data on the selected population that is to be impacted by the proposed health improvement project. Such a step helps in comprehensive analysis to determine opportunities and risks.
Analysis forces for and against the project is critical in determining the strategies to overcome the forces against the project for success. Therefore, the purpose of this assignment is to explore a strategic plan for the execution of the STRIDE Early Mobility program.
Meetings and Organizational Policies
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Having meetings are an essential part of any project implementation and management efforts. Therefore, it is prudent to have a timely plan describing how the project meetings would be organized and led (Radujković & Sjekavica, 2017).
It is vital to organize and lead meetings, so the leader is more than a moderator or a time monitor and avoids the pitfalls of wanting to make everyone see things from the leader’s point of view, dictating outcomes or direction (Radujković & Sjekavica, 2017). So the meetings will be organized by following various strategies such as formulating relevant objectives for each meeting and translating them into a practical plan through agenda formulation.
The other strategy is to communicate timeously to the team and encourage them to participate in the meeting when the time comes and create an enabling environment that encourages everyone to participate (Lock, 2017) fully and actively. Again, it is essential to communicate the meeting results and accept and incorporate feedback from members to enhance the meeting process.
One of the methods to reach consensus during the meetings is facilitating an open discussion and ensuring that every team member participates (Straus, 2017). This step will ensure that everyone’s input is brought on board regarding a particular agenda, reaching the consensus more quickly. When members feel consulted and involved, they are more likely to welcome and accept the decision made regarding the agenda.
It is vital to find out if the organization has some existing policies that can affect the implementation of the project. Some of such policies can create a considerable hindrance; hence, it is vital to find more about them to make informed decisions. One of the methods I will use is to request the organization’s policy document from the nurse manager. I would then read the document with a legal expert to help in understanding every clause that could impact the implementation process of the proposed project.
Action Plan Development
The action plan is one of the critical documents in project management and implementation as it gives a clear roadmap on the actions to undertake and strategies to use to ensure that the implementation process is a success and that the goals are achieved (Teixeira & Junior, 2019).
An action plan is in the appendix section (Appendix H).
The action plan contains various items such as action item owner role, five action items, the phase in which the item, and the target due date.
Gathering the input related to the development of the action plan is critical in ensuring that the correct input forms part of the action plan.
One of the strategies I plan to use is a survey (Zwikael et al., 2018). The survey will have a self-administered questionnaire with questions dealing with various aspects of the forming part of the survey. Through the survey, meaningful and relevant input from the members who will attend to the survey questions. The survey is easy to administer and saves time. It is important to use the right strategy in describing the key steps. Identification of the owner’s role and title was accomplished through a detailed literature search on relevant project implementation and management. In addition, the five high action items, identification of the action phase and the target dates were determined through a collaboration with nurse manager and nurse leader, both who have vast experience in implementing quality improvement and evidence-based practice projects.
SDOH and Target Population
Knowing and describing the target population is critical in further aligning the proposed intervention for the health improvement project. Therefore, this section describes the target population’s sociodemographic characteristics and social determinants of health and how the proposed project would affect them.
The program targets older individuals living with dementia. This group of people usually faces an enhanced risk of falling. Indeed, persons living with dementia have a twice chance and rates of falling when compared with individuals with the proper cognitive functionality (Peek et al., 2020). Due to their condition, these individuals need much social support to have better outcomes and ensure that they come with the incapacitating nature of the condition.
There are various social determinants of health for elderly individuals living with dementia. One of them is a social support network. These individuals experience the adverse impact of this chronic condition and therefore need social support from different networks.
Belonging to social support groups leads to better health outcomes for this population. Socioeconomic status is another determinant of health (Young et al. 2020). Better economic wellbeing is associated with better health outcomes as the patients can afford care and related services.
Neighborhood and physical environment is another social determinant of health for this group. A supportive neighborhood ensures that they have better health outcomes. When the physical environment is modified to reduce falls, these patients have higher chances of better patient outcomes.
Education is another determinant. Individuals with low levels of education tend to have limited knowledge on various aspects such appropriate access to care, self-care activities and relatively less finance to seek medical attention and payment of bills. Therefore, such individuals could have worse health outcomes.
The other social determinants related to health and healthcare is health coverage. Some of these patients lack health insurance, and when a patient lacks health insurance, they have considerably lower chances of having a primary care provider, hence impacting negatively on their health outcomes (Northwood et al., 2018). The other determinant is quality of care. Patients living with dementia need a high quality of care for better health outcomes as the condition is disabling mentally. As such, when patients lack access to high quality care, then they have poorer outcomes. Health coverage and quality of care are two of the most important SDOH that address health and healthcare related to patients with dementia. As earlier indicated, these patients are also susceptible to falls due to their condition, however, if they have higher quality of care and better health coverage, then their chances of falling is greatly reduced.
The proposed intervention entails a physical activity program. The program entails the initiative of a walking program among patients living with dementia who risk falling. The STRIDE Early Mobility program can improve the health outcomes among the identified target population by reducing falls. When the incidences of falls, these patients have a reduced risk of overstaying in the hospitals. The implication is reduced healthcare spending and decreased exposure to healthcare-acquired infections.
Force Field Analysis
The force field analysis allows identifying the forces which are likely to drive the implementation of the proposed intervention forward and the possible forces that are likely to oppose the implementation process (Rosenbaum et al., 2018).
A detailed force field analysis table has been included in appendix I.
In analyzing the force field table, three positive or driving forces and three hostile or restraining forces. The positive or driving forces identified include positive organizational support, effective communication, and a strong commitment from the leadership team.
On the other hand, the three identified hostile or restraining forces include possible resistance to the change implementation, inadequate resources, and lack of stakeholder engagement. The positive forces will help plan for the implementation of the proposed project.
Positive organizational support means that the implementation process is likely smoother since the organization supports the project (Rosenbaum et al., 2018). Therefore, the focus will lead to other organizational factors likely to hinder the implementation process.
Effective communication as a driving force means that the implementation process will as the team members will be able to pass vital information related to the project more effectively to support the implementation process.
The leadership team is also committed to the change hence such a force will be critical in the implementation process. The implication is that little or no supervision will be needed while implementing the project.
The existence of the opposing forces is also likely to influence the implementation phase. For example, change resistance can derail the whole implementation process (Rosenbaum et al., 2018).
So as part of the implementation plan, strategies will be used to overcome possible resistance, such as increased involvement of every member and to send out communications in time (Hodgson, N., & Gitlin, 2021). The possible existence of inadequate resources means that appropriate plans to procure the needed resources in time. On the other hand, lack of stakeholder engagement implies that strategies will as part of the plan to increase stakeholder engagement.
The force field theory shows that the desired change occurs after the positive forces override the opposing forces (Rosenbaum et al., 2018). Therefore, it is essential to use relevant and appropriate strategies to overcome the restraining forces. The possible resistance to change can be overcome by undertaking a clear communication initiative and making every member understand why the change is necessary (Bel et al., 2018).
This step will ensure that they buy into the idea and effectively support the initiative. Their opinions and thoughts should also be integrated into the process if possible; this will make them feel a sense of belonging and feel part of the project hence lowering the chances of resistance. Inadequate resources can derail the implementation process (Fadlallah et al., 2018).
Therefore, a funding request to the relevant entities supporting the initiative and ensuring that the needed resources are procured and made available in time. The opposing force of lack of stakeholder engagement will be overcome by timely communication with the stakeholders and promptly addressing their concerns. They will also be encouraged to participate actively and contribute to ensure that they feel part of the project.
Gantt Chart Information
A Gantt chart is a powerful tool that helps visualize the significant tasks of activities performed in a health improvement project process by indicating the start dates, end dates, the progress, and who is assigned to do what (Astafeva, A., & Gazizulina, 2021). In support of the Gantt chart, the start and end dates of the major activities are indicated below.
|Task||Start Date||End Date|
The approach used in creating the Gantt chart was through the Microsoft Excel software. This software enables a smooth creation of the Gantt chart with possible modifications added to customize the output. The information to formulate the Gantt chart through a comprehensive literature search on the significant activities in the health improvement implementation plan.
The literature search was therefore vital in offering the possible activities to include. Consultation with the nurse manager was also crucial since they have engaged in many health improvement projects. Therefore the advice was used to modify the information obtained from the literature search to make it more relevant. The five high action items, identification of the action phase and the start and end dates were determined through a collaboration with nurse manager and nurse leader, both who have vast experience in implementing quality improvement and evidence-based practice projects.
A complete Gantt chart is in Appendix J.
The project’s justification is that patients living with dementia are more prone to falls, and therefore there is a need to design programs that can prevent these fall events (Modarresi et al., 2019). Even though various programs for fall prevention exist, these programs are still inadequate; as shown in the increased cases of patient falls, it needs more robust programs.
The goals of this project entail using health information technologies to prevent and reduce the rate of falls among patients with dementia. The project aims at achieving measurable goals that include a reduction in the rate of falls among patients with dementia, costs incurred, and average hospital stay by these patients. Evidence shows that adopting interventions to reduce and prevent patient falls enhances patient care safety, quality, and efficiency.
The project deliverables include a well-tested, acceptable, and usable walking program for preventing falls among patients living with dementia. Another deliverable is acceptable levels of adherence to the use of the walking program.
The key performance indicators include reduced rates of falls among patients living with dementia, reduced costs incurred by patients living with dementia, and reduced duration of hospital stay.
The project’s outcome is reducing the rate of falls among patients with dementia.
The secondary outcomes include the reduction in the costs incurred by patients with dementia, hospital stay, and improvement in the overall efficiency in the institution. The project aims to decrease elderly patient falls on the Medical-Surgical Unit by 30%, beginning October 2, 2021, to July 30, 2022, through the implementation of the STRIDE Early Mobility program.
Communication Management Plan
A communication management plan ensures effective communication throughout the project phases. Therefore, correct information should be communicated promptly to the right people (Samáková et al.,2018). Therefore, the intended receivers of the communication are the implementation team, the stakeholders, and policymakers.
The context of the communication will be from the pre-implementation period, during the implementation period, and the post-implementation period. Expected communication outcomes include improved processes and activities during the implementation face, increased by in and reduced resistance to the proposed change.
While the key messages will depend on the phase of the project, the underlying theme will be rallying the efforts of everyone to support the project. The message medium will majorly be through email as it is official and can send multiple and bulk messages simultaneously. The Covid-19 protocols and restrictions will be the barest minimum for face-to-face messages conveyance meetings.
Astafeva, A., & Gazizulina, L. (2021). Project management tools in the organization of language training of students in the technological university. In INTED2021 Proceedings (pp. 10659-10665). IATED. http://dx.doi.org/10.21125/inted.2021.2236
Bel, R., Smirnov, V., & Wait, A. (2018). Managing change: Communication, managerial style and change in organizations. Economic Modelling, 69, 1-12. https://doi.org/10.1016/j.econmod.2017.09.001.
Fadlallah, R., El-Jardali, F., Hemadi, N., Morsi, R. Z., Abou Samra, C. A., Ahmad, A., … & Akl, E. A. (2018). Barriers and facilitators to implementation, uptake, and sustainability of community-based health insurance schemes in low-and middle-income countries: a systematic review. International journal for equity in health, 17(1), 1-18. https://doi.org/10.1186/s12939-018-0721-4
Hodgson, N., & Gitlin, L. N. (2021). Implementing and sustaining family care programs in real-world settings: Barriers and facilitators. Bridging the family care gap, 179-219. https://doi.org/10.1016/B978-0-12-813898-4.00006-3
Leeman, J., Birken, S. A., Powell, B. J., Rohweder, C., & Shea, C. M. (2017). Beyond “implementation strategies”: classifying the full range of strategies used in implementation science and practice. Implementation Science, 12(1), 1-9. https://doi.org/10.1186/s13012-017-0657-x.
Lock, D. (2017). The essentials of project management. Routledge.
Modarresi, S., Divine, A., Grahn, J. A., Overend, T. J., & Hunter, S. W. (2019). Gait parameters and characteristics associated with increased risk of falls in people with dementia: a systematic review. International psychogeriatrics, 31(9), 1287-1303. https://doi.org/10.1017/S1041610218001783.
Northwood, M., Ploeg, J., Markle‐Reid, M., & Sherifali, D. (2018). Integrative review of the social determinants of health in older adults with multimorbidity. Journal of Advanced Nursing, 74(1), 45-60. https://doi.org/10.1111/jan.13408
Peek, K., Bryant, J., Carey, M., Dodd, N., Freund, M., Lawson, S., & Meyer, C. (2020). Reducing falls among people living with dementia: A systematic review. Dementia, 19(5), 1621-1640. https://doi.org/10.1177%2F1471301218803201
Radujković, M., & Sjekavica, M. (2017). Project management success factors. Procedia engineering, 196, 607-615. https://doi.org/10.1016/j.proeng.2017.08.048.
Rosenbaum, D., More, E., & Steane, P. (2018). Planned organizational change management: Forward to the past? An exploratory literature review. Journal of Organizational Change Management. https://doi.org/10.1108/JOCM-06-2015-0089
Samáková, J., Babčanová, D., Chovanová, H. H., Mesárošová, J., & Šujanová, J. (2018). Project communication management in industrial enterprises (step by step). In Digital Communication Management. IntechOpen. (Samáková, et al.,2018).
Straus, D. A. (2017). Managing meetings to build consensus. In Multi-Party Dispute Resolution, Democracy and Decision-Making (pp. 389-425). Routledge. https://www.taylorfrancis.com/chapters/edit/10.4324/9781315248592-15/managing-meetings-build-consensus-david-straus
Teixeira, G. F. G., & Junior, O. C. (2019). How to make strategic planning for corporate sustainability?. Journal of Cleaner Production, 230, 1421-1431. https://doi.org/10.1016/j.jclepro.2019.05.063.
Young, H. M., Bell, J. F., Whitney, R. L., Ridberg, R. A., Reed, S. C., & Vitaliano, P. P. (2020). Social determinants of health: Underreported heterogeneity in systematic reviews of caregiver interventions. The Gerontologist, 60(Supplement_1), S14-S28. https://doi.org/10.1093/geront/gnz148
Zwikael, O., Chih, Y. Y., & Meredith, J. R. (2018). Project benefit management: Setting effective target benefits. International Journal of Project Management, 36(4), 650-658. https://doi.org/10.1016/j.ijproman.2018.01.002
Action Plan (Appendix H) (D158):
Healthcare Improvement Project
Force Field Analysis Template
|Force Field Analysis|
|A force field analysis will assist you in identifying the driving and restraining forces for implementing your healthcare improvement project. In the table below, list three positive forces that will drive the implementation of your project and three negative forces that will restrain it.|
|3 Positive (Driving) Forces||3 Negative (Restraining) Forces|
|1. Positive organizational support||1. Possible resistance to change|
|2. Effective communication||2. Inadequate resources
|3. Strong commitment from the leadership team||3. Lack of stakeholder engagement|
JAM1 â€” JAM1 TASK 1: HEALTHCARE IMPROVEMENT PROJECTâ€”IMPLEMENTATION PLAN
STRATEGICALLY PLANNING THE EXECUTION OF A HEALTHCARE IMPROVEMENT PROJECT â€” D158
PRFA â€” JAM1
TASK OVERVIEWSUBMISSIONSEVALUATION REPORT
7073.4.1 : Organizational Policies
The graduate evaluates existing policies at the systems level that have the potential to influence the implementation of a healthcare improvement project.
7073.4.2 : Project Target Population
The graduate uses sociodemographic and social determinants of health data to describe the target populations that will be affected by a healthcare improvement project.
7073.4.3 : Structure, Process, Outcomes
The graduate examines the structure, processes, and outcomes of an organizational plan that may facilitate or impede the implementation of a healthcare improvement project.
7073.4.4 : Implementation Planning
The graduate leads the development of a collaborative implementation plan that includes oversight of the project and the scope of work with specific tasks, timelines, and deliverables.
IMPORTANT: Please note that you must have completed and passed the performance assessment and clinical practice experience (CPE) for D157: Managing Resources in an Era of Disruption prior to beginning this performance assessment.
After your first course, the remaining specialty courses through your capstone will each have a summative assessment that consists of an authentic performance assessment that scaffolds the tasks of a healthcare improvement project (HIP) through the project management phases of project initiation, planning, implementation, and evaluation. Each performance assessment will focus on aspects of the project you will implement or the project you will propose for a healthcare improvement project using a real-world approach to improving healthcare. Each phase will be described in different sections of a Healthcare Improvement Project (HIP) paper.
In this performance assessment, you will strategically plan the execution of your proposed HIP to help develop the skills for systems thinking, problem-solving, and data-driven decision-making. Planning the implementation of your HIP involves identifying people, processes, and procedures that need to be in place for implementation. In addition, sociodemographic data on the population that may be affected by the healthcare improvement project need to be analyzed to determine risks and opportunities. It is also important for you to perform an assessment of the forces for and against the proposed implementation of the project. Finally, it is important for you to identify short-term objectives and create action plans that align with the vision, mission, and values of the organization where the proposed project could be implemented.
This task requires the submission of your entire HIP paper template, including the â€œHealthcare Improvement Project Implementation Planâ€ section of your HIP paper, which you will be developing in this performance assessment and consists of the following subsections:
â€¢ â€œImplementation Approachâ€
â€¢ “Project Schedule and Gantt Chartâ€
â€¢ â€œScope Statementâ€
â€¢ â€œCommunication Management Planâ€
While you must submit your entire HIP paper, you will only be evaluated on the â€œHealthcare Improvement Project Implementation Planâ€ section and related appendices. This task requires the submission of the following, which should be submitted as appendices to your HIP paper:
â€¢ â€œAction Plan Template (Appendix H)â€
â€¢ â€œForce Field Analysis Template (Appendix I)â€
â€¢ â€œGantt Chart (Appendix J)â€
During your clinical practice experience (CPE), you will have the opportunity to submit the â€œForce Field Analysisâ€ and â€œGantt Chartâ€. These deliverables will be evaluated in your CPE for completion, not quality. When you submit these deliverables as appendices with your HIP paper in this task, they will be evaluated on content and quality of completion. The CPE provides an opportunity for you to practice and improve these items before including them in your performance assessment.
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. The originality report that is provided when you submit your task can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
Complete the â€œHealthcare Improvement Project Implementation Planâ€ section of your healthcare improvement project (HIP) paper by doing the following:
A. Evaluate your proposed HIP implementation approach by doing the following:
1. Describe how you would organize and lead project meetings, including the method you plan to use to reach consensus on meeting agendas.
2. Explain the process you would use to determine whether the organization had existing policies that could affect the proposed implementation of your project.
B. Evaluate the approach you would use to create your action plan by doing the following:
1. Submit a completed copy of the attached â€œAction Plan Template (Appendix H)â€, which includes the following components:
â€¢ â€œAction Item Owner Role or Titleâ€
â€¢ â€œFive Action Items (specific, high-level)â€
â€¢ â€œPhase Action Item Will Be Completed (e.g., pre-, during, or post-implementation)â€
â€¢ â€œTarget Due Dateâ€
2. Explain how you plan to gather input related to the development of your action plan, including the method you would use to reach consensus from members of the project team.
C. Describe the target population of your proposed HIP by doing the following:
1. Describe the social determinants of health (SDOH) and sociodemographic characteristics of your target population.
2. Explain how your proposed HIP would affect the target population.
D. Evaluate the forces for and against the proposed implementation of your project by doing the following:
1. Submit the â€œForce Field Analysis Template (Appendix I),â€ which you completed during your CPE, and that includes the following components:
â€¢ three positive forces that may drive the proposed implementation of your project
â€¢ three negative forces that may restrain the proposed implementation of your project
2. Explain how each of the three positive forces and each of the three negative forces you identified in the â€œForce Field Analysis Template (Appendix I)â€ from part D1 will help you plan your proposed project implementation.
3. Create strategies that may help you overcome each of the three negative forces that you identified in the â€œForce Field Analysis Template (Appendix I)â€ from part D1.
Project Schedule and Gantt Chart
E. Describe the approach you would use to create your Gantt chart by doing the following:
1. Submit the clearly visible screenshot of the Gantt chart (Appendix J), which you completed during your CPE, and that should include, at a minimum, each of the following fields or components:
â€¢ â€œTasksâ€ (This field should list five primary-level HIP tasks.)
â€¢ â€œAssigned toâ€ (This field should include the initials of the person to whom each task is assigned. Please do not include actual names of people, only initials.)
â€¢ â€œProgressâ€ (This field should track the percentage complete for each task [e.g., 60% complete, 90% complete].)
â€¢ â€œStart datesâ€ (This field should track the start date of each task.)
â€¢ â€œEnd datesâ€ (This field should track the end date of each task.)
â€¢ â€œBar chartâ€ (The bar chart should be a visual representation of the duration of each task.)
2. Explain how you gathered information for the development of your Gantt chart.
F. Write a scope statement that includes detailed information on each of the following components:
â€¢ project justification
â€¢ 1â€“2 project goals
â€¢ 2â€“3 deliverables
â€¢ 2â€“3 key performance indicators (KPIs)
â€¢ project outcome statement
Communication Management Plan
G. Create a communication management plan for your proposed project implementation by including detailed information on the following components:
â€¢ intended receivers
â€¢ communication outcomes
â€¢ key messages
â€¢ message medium
H. Incorporate the following components of APA style and formatting into your HIP paper:
â€¢ bias-free language
â€¢ objectivity, credibility of sources, and evidence-based approach
â€¢ APA-specific rules regarding verb tense, voice, and perspective
â€¢ a title page and headers
â€¢ APA-specific formatting rules for in-text citations and references, margins, spacing, numbering, and indentation for the title page, main body, and appendices of your HIP paper, including headers, bulleted and numbered lists, and tables and figures
I. Demonstrate professional communication in the content and presentation of your submission.
File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ‘ ( )
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
The submission does not describe how project meetings would be organized and led.
The submission describes an approach for how project meetings would be organized and led, but the approach used is not effective. Or the method described for reaching consensus on meeting agendas is not provided, or the method is not based on best practice.
The submission describes an effective approach for organizing and leading project meetings and includes a method to reach consensus on meeting agendas that is based on best practice.
A2:REVIEW OF ORGANIZATIONAL POLICIES
The submission does not explain the process that would be used to determine whether the organization had existing policies that could affect project implementation.
The submission explains the process that would be used to determine whether the organization had existing policies that could affect project implementation, but the process is not appropriate for a policy review, or it is missing 1 or more key steps.
The submission explains the process that would be used to determine whether the organization had existing policies that could affect project implementation, and the process is appropriate for a policy review and includes all key steps.
B1:ACTION PLAN TEMPLATE (APPENDIX H)
A copy of the â€œAction Plan Template (Appendix H)â€ is not submitted.
A copy of the â€œAction Plan Template (Appendix H)â€ is submitted, but 1 or more of the given components are missing. Or 1 or more of the components included are not logical or not relevant to the implementation of the HIP.
A completed â€œAction Plan Template (Appendix H)â€ is submitted, and each of the given components are logical and relevant to the implementation of the HIP.
B2:DEVELOPMENT OF THE ACTION PLAN
An explanation of how input related to the development of the action plan would be gathered is not provided.
The explanation of how input related to the development of the action plan would be gathered is not logical or is missing 1 or more key steps. Or the method that would be used to reach consensus from members of the project planning committee is not based on best practice.
The explanation of how input related to the development of the action plan would be gathered is logical and includes all key steps. The method that would be used to reach consensus from members of the project planning committee is based on best practice.
C1:SDOH AND SOCIODEMOGRAPHIC CHARACTERISTICS
A description of the SDOH and sociodemographic characteristics of the target population is not provided.
The description of the SDOH and sociodemographic characteristics of the target population is not logical or not relevant to the target population.
The description of the SDOH and sociodemographic characteristics of the target population is logical and relevant to the target population.
C2:BENEFITS OF HIP FOR TARGET POPULATION
An explanation of how the proposed HIP would affect the target population is not provided.
The explanation of how the proposed HIP would affect the target population is not logical or does not include relevant examples.
The explanation of how the proposed HIP would affect the target population is logical and includes relevant examples.
D1:FORCE FIELD ANALYSIS TEMPLATE (APPENDIX I)
A copy of the â€œForce Field Analysis Template (Appendix I)â€ is not submitted.
A copy of the â€œForce Field Analysis Template (Appendix I)â€ is submitted, but 1 or more of the given components are missing, or 1 more of the components included do not relate to the proposed implementation of the HIP.
A completed â€œForce Field Analysis Template (Appendix I)â€ is submitted, and each of the given components relates to the proposed implementation of the HIP.
D2:POSITIVE AND NEGATIVE FORCES
The submission does not explain how the positive and negative forces identified in the â€œForce Field Analysis Template (Appendix I)â€ from part D1 will help with the planning of the proposed project implementation.
The submission explains how each of the 3 positive forces and each of the 3 negative forces identified in the â€œForce Field Analysis Template (Appendix I)â€ from part D1 will help with the planning of the proposed project implementation, but 1 or more of the explained positive or negative forces is not logical.
The submission explains how each of the 3 positive forces and each of the 3 negative forces identified in the â€œForce Field Analysis Template (Appendix I)â€ from part D1 will help with the planning of the proposed project implementation and each of the explained positive and negative forces is logical.
D3:STRATEGIES FOR OVERCOMING NEGATIVE FORCES
Strategies to overcome the 3 negative forces identified in the â€œForce Field Analysis Template (Appendix I)â€ from part D1 are not provided.
Strategies to overcome the 3 negative forces identified in the â€œForce Field Analysis Template (Appendix I)â€ from part D1 are provided, but 1 or more of the strategies are not plausible or are not relevant for addressing negative forces.
The strategies to overcome the 3 negative forces identified in the â€œForce Field Analysis Template (Appendix I)â€ from part D1 are plausible and relevant for addressing negative forces.
E1:SCREENSHOT OF GANTT CHART (APPENDIX J)
A screenshot of a Gantt chart is not submitted.
A screenshot of a completed Gantt chart is submitted, but it is not clearly visible. Or 1 or more of the given components of the Gantt chart are missing or not relevant to the proposed HIP implementation.
A screenshot of a completed Gantt chart is submitted, and it is clearly visible. The Gantt chart includes each of the given components, and each component is relevant to the proposed HIP implementation.
E2:GANTT CHART INFORMATION
The explanation of how information was gathered for the development of the Gantt chart is not provided.
The explanation of how information was gathered for the development of the Gantt chart is not logical or is missing 1 or more key steps.
The explanation of how information was gathered for the development of the Gantt chart is logical and includes all key steps.
A scope statement is not provided.
The scope statement is missing 1 or more of the given components, or 1 or more of the given components include an incorrect number of required items. Or 1 or more of the given components are missing essential details, are not logical, or are not relevant to the HIP implementation.
The scope statement includes all the given components, and each component includes the correct number of required items. Each component includes essential details and is logical and relevant to the HIP implementation.
G:COMMUNICATION MANAGEMENT PLAN
A communication management plan for the proposed project implementation is not provided.
The communication management plan for the proposed project implementation is missing 1 or more of the given components. Or 1 or more of the given components contain details that are not logical or not plausible for the proposed implementation of the HIP.
The communication management plan for the proposed project implementation includes all the given components, and each component contains details that are logical and plausible for the proposed implementation of the HIP.
H:APA STYLE AND FORMAT
The submission does not incorporate the given APA style and format components as described in the current APA manual.
The submission does not accurately or consistently incorporate 1 or more of the given APA style and format components as described in the current APA manual.
The submission accurately and consistently incorporates all of the given APA style and format components as described in the current APA manual.
Content is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic.
Content is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective.
Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding.
Action Plan Template (Appendix H).docx
HIP Paper Template â€“ Implementation Version.docx
HIP Paper Template â€“ MCA Version.docx