The change plan involves ensuring that there is a reduction in the economic and health burden associated with cancer. One of the organizational strategies that would help in implementing and maintaining the change plan is harnessing funds from different stakeholders. These funds will go a long way in supporting cancer patients to ensure that they afford medications and treatment. The other organizational strategy would be the creation of more and specialized cancer centers. Cagan & Meyer (2020) establish that the existing cancer centers deal with all types of cancers a situation that is associated with long waiting times as the human and physical resources are overly stretched. A harmonization of costs in all hospitals will be an effective strategy that will rid the sector of monopoly that is associated with high treatment costs.
Stakeholders needed to support the implementation of the proposed plan
The proposed plan will require the support of various stakeholders who would help to ensure that it yields the desired objectives. These stakeholders will include charities, national and state professional associations, cancer advocacy groups, political parties, hospices, and UN agencies. Park & Look (2019) asserts that cancer funding is minimal since only a few organizations contribute funds for cancer treatment and research. However, these stakeholders are in a position to lobby for additional funding that would be used to improve health outcomes. These stakeholders are crucial since they are involved in the designing and implementation of policies that touch on public health and strategies for improving healthcare delivery.
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Potential communication strategies to internal and external stakeholders to facilitate a change plan
The communication strategies that would be used for facilitating a change plan will take the form of emails, memos, virtual meetings, and newsletters. Emails would be used to address all the stakeholders while departments within organizations will rely on memos to track the change plan. Virtual meetings will be useful in allowing the stakeholders to have a face-to-face engagement to assess the change plan and provide crucial feedback. On the other hand, newsletters will capture the change plan in its entirety by focusing on the objectives and activities.
Impact of the change plan on the organization and its stakeholders
The change plan will have positive impacts on the organization since it is associated with high levels of patients satisfaction. Silver (2015) notes that the creation of more cancer centers will enhance early screening and diagnosis, and in turn reduce morbidity rates and healthcare costs. The change plan will enhance efficiency as it involves the hiring of specialized healthcare workers who will contribute to better healthcare outcomes.
Expected outcomes and potential barriers to implementing the change plan
The change plan has short, mid, and long-term outcomes, which point to improved, and high-quality care for cancer patients. The plan is associated with reduced workload and congestion since it proposes the building of more cancer centers and the hiring of more healthcare professionals. Moreover, the plan hopes to reduce treatment costs since an early diagnosis means that individuals will not be admitted to hospitals (Kim et al, 2018). These outcomes may not be achieved owing to the economic implications associated with additional cancer centers and the hiring of specialized professionals. Other public health issues require immediate attention meaning that the government may not adequately support the change plan.
Steps for overcoming the potential barriers
Inadequate funding is the main barrier affecting the implementation of the change plan. However, involving policymakers who are involved in drafting and passing healthcare legislation policies can be a move in the right direction. These policymakers can pass legislation that gets rid of monopolies that have contributed towards exorbitant costs in cancer care and treatment. The policies could help in lobbying for additional funding which could be used to build cancer centers, fund public awareness campaigns, and hire specialized health workers.
References
Cagan, R., & Meyer, P. (2017). Rethinking cancer: current challenges and opportunities in cancer research. Disease Models & Mechanisms, 10 (4), 349-352. https://doi.org/10.1242/dmm.030007
Kim, J. H., Kim, S. S., Lee, J. H., Jung, D. H., Cheung, D. Y., Chung, W. C., & Park, S. H. (2018). Early detection is important to reduce the economic burden of gastric cancer. Journal of Gastric Cancer , 18(1), 82-89. https://doi.org/10.5230/jgc.2018.18.e7
Park, J., & Look, K. A. (2019). Health care expenditure burden of cancer care in the United States. Inquiry: A Journal of Medical Care Organization, Provision, and Financing , 56(4), 46- 65. https://doi.org/10.1177/0046958019880696
Silver, J. K. (2015). Cancer prehabilitation and its role in improving health outcomes and reducing health care costs. Seminars in Oncology Nursing, 31 (1), 13-30. doi:https://doi.org/10.1016/j.soncn.2014.11.003
