Strategies to Maintain Viability amid Dynamic Environmental Forces

The initiative is not immune to environmental forces that could adversely affect the project’s viability. For instance, other organizations in the area could engage in similar programs and give the target population more options for health care services within its locality. Also, new health care organizations are likely to emerge and reduce the relevance of the partnership. Avoiding the adverse outcomes associated with these forces requires a multifaceted approach. The organization must intensify awareness about the partnership to ensure that the community is aware of it as long as it exists. Secondly, the partnership should be unique in its response to population health needs. For instance, the use of telehealth should be intensified since the technology reduces the need for physical visits to health care organizations (Haleem et al., 2021). Some health care staff should be permanently based in the community to ensure that the target population can get home-based care timely and conveniently. The organization’s healthcare staff should be continuously trained about the program essentials to ensure that there is ready staff to deploy in the field if a need arises.

Relevance of the Evidence

The implementation plan uses quantitative and qualitative economic, financial, and scholarly evidence to support recommendations. Regarding economic and financial evidence, the five-year projections exemplify an initiative whose revenues exceed costs by a significant margin. From a financial perspective, an organization is justified to engage in an initiative if it helps it make profits. The scholarly evidence used throughout the implementation plan illustrates the outcomes of key decisions and interventions that the organization could adopt in various phases of the initiative. Overall, the evidence defends the proposal as a viable economic opportunity if executed appropriately.

Conclusion

The proposed budget shows that the initiative will be economically viable for the organization. With maximum stakeholder support and the right leadership, the initiative will benefit the organization in the short term and long term. However, innovative strategies must be developed to overcome emerging environmental forces and eventualities. Generally, it is an excellent opportunity to enable the organization to serve a large patient base and expand its potential to offer community-based and home-based health care services when critically needed during the COVID-19 pandemic.

References

Haleem, A., Javaid, M., Singh, R. P., & Suman, R. (2021). Telemedicine for healthcare: Capabilities, features, barriers, and applications. Sensors International, 2, 100117. https://doi.org/10.1016/j.sintl.2021.100117

Jongen, C., McCalman, J., & Bainbridge, R. (2018). Health workforce cultural competency interventions: A systematic scoping review. BMC Health Services Research, 18(1), 232. https://doi.org/10.1186/s12913-018-3001-5

Mannion, R., & Davies, H. (2018). Understanding organisational culture for healthcare quality improvement. Bmj, 363. https://doi.org/10.1136/bmj.k4907

Quanbeck, A. (2019). Using stakeholder values to promote implementation of an evidence-based mobile health intervention for addiction treatment in primary care settings. JMIR mHealth and uHealth, 7(6), e13301. https://doi.org/10.2196/13301