Similar Organizations (Competition)
It is useful to be aware of what others are doing outside the organization.
This can be divided into two groups: local / regional and national.
- Local / regional organizations. What hospice and palliative care programs do they have?
How successful are they? Will they compete with the proposed program? Will the proposed program provide
the institution with a competitive advantage?
- National organizations. A variety of successful palliative care programs
are in operation in a variety of hospitals and health care institutions. Information
from some examples is available in CAPCManual.
Many find it useful to visit programs in similar institutions to get ideas and to
bring back a sense that it can be done.
Assess what resources are already available in your community to provide palliative care.
Examples are hospice programs, pain management services, home health agencies, nursing homes and
other services.
- How long have these services been offered in the community?
- Are these programs succeeding? What is the definition of success?
- Are these programs working effectively to assure hospitalized patients are receiving
the palliative care they need?
- What gaps exist in the services provided and the services needed?
- How can the proposed palliative care program fill those gaps? What is the
unique advantage the proposed program can offer?
- Can " win-win" collaborative opportunities with other providers in the community be facilitate?
- What are the risks (financial, political, other?) to starting the new program?
Now, assess the needs of the customer.
CAPC Resources:
Additional resources on "How to Conduct a Hospital and Community Needs Asssessment"
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CAPCManual Attribution:
von Gunten CF,
Ferris FD,
Portenoy RK,
Glajchen M, eds.
CAPCManual: How to Establish A Palliative Care Program.
New York, NY: Center to Advance Palliative Care, 2001.
©
Center for Palliative Studies, San Diego Hospice & Palliative Care, San Diego, CA
and
The Department of Pain Medicine and Palliative Care, Beth Israel Medical Center, New York, NY, 2001
Permission to reproduce for non-commercial educational purposes with display of
attribution and
copyright is granted.
Last updated: February 20, 2002
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Development
Select section:
Change, Groups, Phase 1,
2, 3, 4
•
Change
In Individuals
In Organizations
Stages of Change
Awareness
Adoption
Implementation
Institutionalization
•
Small Group Structure / Function
Leadership
Group Formation
Group Function
•
Phase 1: Prepare to Plan
Potential of Planning Process
How Much is Enough?
Ensuring Impact
Form Initial Workgroup
Elaborate Initial Idea
Stakeholders, Customers
Need, Purpose of Program
Planning Questions
Planning Steps, Timeline
Resources Needed to Plan
Use of Consultants
Use of Retreats
Write Planning Proposal
Selling, Getting Approval
•
Phase 2: Plan the Program
Form Planning Workgroup
Review, Revise Process
Strategic Planning
What is Strategic Planning?
Models
Steps
How Much is Enough?
Resources
Review Stakeholders, Customers
Conduct Needs Assessment
Company
Competition
Customers
Conduct SWOT Analysis
Case Study - United Hospital Fund
Define the Program
Purpose, Values
Mission, Vision
Mission
Vision
Service Delivery Model
Goals, Objectives
Strategies, Tactics
Strategic Decision Points
Business Planning
Case Examples:
Cleveland Clinic
University of Virginia
Organizational Structure, Leadership
Financial Plan
Implementation Plan
Human Resources
Physical Resources
Informational Resources
Community Resources
Operations
Evaluation
Marketing Plan
Targets, Timing
Write Proposal
Suggested Proposal Outline
Sell Plan
•
Phase 3: Implement the Program
Staff Recruitment
Staff Training
High Functioning Team
Standards of Practice, Policies, Procedures
Clinical Evaluation
•
Phase 4: Review Program, Revise Plan
Form Review Workgroup
Program Evaluation
Plan Evaluation
Continuous Quality Improvement
Utilization Review
Appropriateness of Hospitalization
Documentation
Pearls
Respond to Denials
Revise Plan, Further Development
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