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  1.  Diabetes Clinic – Developing an Implementation Plan    


    Create a budget for expected costs and earnings over the first five years of your proposed initiative.
    What are the expected material, staffing, and capital costs of your proposed initiative over its first five years?
    What are the projected earnings for your organization or care setting over the first five years of your economic initiative?
    How does this budget take into account the findings and feedback you received on your business case?
    What assumptions are you basing your budget on?
    Create an implementation plan for your proposed initiative that enables achievement of quality or service improvements in an ethical and culturally equitable way.
    Did you create a timeline for the rollout?
    How will you work with relevant stakeholders to ensure that your economic initiative is implemented successfully and sustained?
    How will you ensure that the rollout is conducted in an ethical and culturally equitable manner?
    How will you ensure that the desired quality or service improvements your economic initiative will achieve are on track during and after implementation?
    Analyze the impact of your proposed initiative, once implemented, on other aspects of your organization or care setting and ways in which negative impacts could be mitigated.
    What other aspects of your organization or care setting may be positively or negatively impacted by the implementation of your proposed initiative?
    How will these other aspects of your organization or care setting be affected? (For example, increased workload on a testing department, borrowing of staff hours from another part of the care setting, or better communication with the community.)
    How could you mitigate at least some of the negative effects on other aspects of your organization or care setting?
    Explain your strategies for ensuring that your proposed initiative can remain a viable asset to the organization or care setting in the face of dynamic environmental forces.
    What are the environmental risks to your economic initiative?
    How could your initiative, or aspects of it, still be a viable benefit to your organization or care setting if the environment shifts in unpredictable ways?
    What strategies would you propose implementing to keep all, or a portion of, your initiative a viable net benefit to your organization or care setting?
    Justify the relevance and significance of the quantitative and qualitative economic, financial, and scholarly evidence you used throughout your plan to support your recommendations.
    How is the evidence relevant to your organization or care setting?
    How is the evidence relevant to your proposed economic initiative?
    How does the evidence illustrate a solution that has been successful in the past?
    How does the evidence illustrate that a recommendation is the best course of action for your situation and organization or care setting?


Subject Nursing Pages 7 Style APA


Diabetes Clinic: Implementation Plan

A project implementation plan is an important factor effective in ensuring that the project is broken down into simpler steps needed to meet the goals of the firm. Each step of the process should be accomplished within a scheduled timeline to prevent instances of project failure associated with passed deadlines set by the stakeholders. Abbott Northwestern Hospital has established a project initiative involving the establishment of a diabetes clinic. The focus is to educate the people about diabetes prevention and management to improve health outcomes. This paper outlines an implementation plan for the initiative after presenting a project five years budget.

Five Years Budget

                The five years budget for the proposed initiative is summarized below.


Year 1

Year 2

Year 3

Year 4

Year 5

Total Revenue Generated

 $     3,350,400,000.00

 $   3,350,400,000.00


 $ 3,350,400,000.00

 $ 3,350,400,000.00

Construction Cost

 $               200,000.00

 $                           –  

 $                         –  

 $                          –  

 $                          –  

Material costs

 $                 50,000.00

 $               50,000.00

 $            50,000.00

 $             50,000.00

 $             50,000.00

Staffing Costs

 $                 10,000.00

 $               10,000.00

 $            10,000.00

 $             10,000.00

 $             10,000.00

Direct Cost

 $        440,000,000.00

 $      440,000,000.00

 $   440,000,000.00

 $    440,000,000.00

 $    440,000,000.00

Other expenses

 $ 59, 740

 $ 59, 740

 $ 59, 740

 $ 59, 740

 $ 59, 740


Net Profits

 $     2,910,140,000.00

 $   2,910,340,000.00


 $ 2,910,340,000.00

 $ 2,910,340,000.00


Although some of the materials required for the clinic startup will be obtained from the parent healthcare firm, some will still be purchased to meet the expected demand. For instance, insulin administration equipment and blood glucose meters will be purchased. The estimated material cost for an annual basis is $50,000. The estimated staffing cost is $10,000 annually. The allocated capital cost for the project is $500,000,000. The projected earnings over the next five years for the diabetic clinic are reflected under the net profit section in the budget table above.

The budget considers the findings of the feedback obtained from the business case since it includes the costs and the projected benefit values to determine the net profit likely to be generated by the firm over the next five years. The budget is founded on several assumptions. For instance, it is assumed that construction costs is only experienced during the first year whereby the process will be accomplished and no further improvements will be required within the next five years. Additionally, it is assumed that the diabetes clinic will serve 200,000 patients annually for the next five years.

Implementation Plan

Documenting the outcomes

                The project is expected establish a diabetes clinic which improves community knowledge about diabetes as well as how to manage and control the condition. Therefore, improved health outcomes and knowledge of the members of the community are the outcomes expected from the implementation of the project.

Allocating champion heads for the outcomes

                Mohammadkarim et al (2018) state that champion heads motivates the team members to work towards achieving the project outcomes by ensuring accountability. In this case, the Abbott Northwestern Hospital manager will be the champion head for the project outcomes.

Actions Implementation

                To achieve the outcomes actions such as the construction of the new diabetes clinic will take place. This is expected to be accomplished within a period of 5 months. Staff members will be recruited from the Abbott Northwestern Hospital to offer their services in the new facility. The staff will have a responsibility of offering services associated with diabetes cases such as education and medication administration.

Establishing budgets and Accountabilities

                An estimated capital of $ 500,000, 000 will be allocated towards the project. The breakdown expenses are represented in Table 1 above. A team of engineers will be employed to foresee the construction process while the healthcare staff members will be directly responsible for offering services associated with diabetes care.

Monitoring progress

                The progress for the activities will be monitored after every 4 weeks to ensure that the tasks are accomplished in time.


                After the project is effectively implemented, a follow-up session will take place after every two weeks for the next three months to ensure that the project is functioning as required to meet its objectives.

Project Impact Analysis

                A timeline was created for the project rollout. Evidently, all the activities required to ensure that the project is effectively functioning is expected to be accomplished within a period of 5 months. However, an additional three months is required for monitoring and follow-up processes. To effectively work with the stakeholders, communication will be provided with a priority at every stage of the implementation process. Communicating about the financial estimates such as expected costs and projected income will encourage the stakeholders to support the project implementation without any form of resistance (Ferreira, Cardoso & Braun, 2018). For the rollout to be completed ethically and in a culturally competent way, a team code will be established to discourage conflicts and emphasize on equality despite the variance in culture of the team members. During implementation, monitoring process will be completed after 4 weeks to ensure that the expected quality is being met. After the implementation, follow-up sessions will be completed after two weeks for the next three months with an aim of establishing the needs for any improvements in the services.

                Implementing the proposed initiative will result to positive outcomes when it comes to reducing the cases of diabetes in the community. Notably, the members of the community will be educated about the strategies of preventing and managing diabetes. The negative impacts achieved from the process such as resistance to change can be mitigated through effective communication (Rosenbaum, More & Steane, 2018). This includes informing the stakeholders about the importance of the initiative to the target population. Implementing the initiative will positively affects Abbott Northwestern Hospital’s brand image by communicating a message that the business is focused towards improving the health of the members of the community. The implementation will also result to an increased staff working hours since the professionals will have to ensure that their services are offered in the new diabetic clinic and the Abbott Northwestern Hospital since no new staff members will be recruited. To mitigate the challenge of the increased workload, new staff members will be recruited after the project is successful implemented to avoid instances of compassion fatigue and burnout for the care professionals (Bonora, Monami, Bruno, Zoppini & Mannucci, 2018).

Proposed Strategies against Environmental Forces

                Change strategies and constant redesign are effective strategies which will ensure that the initiative thrives amidst dynamic environmental forces. Evidently, constant updates and change will be implemented in the program to make changes in the legal environment or financial trends (which are environmental risks to the initiative) to ensure the continued effective service delivery. If unpredictable changes are visualized in the environment, such as changes in the financial trends, the initiative will remain beneficial to the firm by taking in diabetes patients and offering them with care. However, the patients will be required to pay extra fees for the services.

                To ensure that the initiative remains a viable net benefit to the firm, it is recommended that the management should focus on maintaining the prices of the services offered by the clinic at the market range. This will ensure that firm generates profit at the end of the financial year from the services offered. This will also provide the business with an opportunity to compete effectively with the other service providers offering similar services hence providing the business with a challenge of improving on the quality of the diabetes care offered to the members of the community. According to Bonora, Monami, Bruno, Zoppini and Mannucci (2018), an effective competition drives healthcare firms to enhance their quality of services for a desirable outcome.


                Implementing a project proposal plan should be accomplished following a set of steps to ensure that all the necessary actions are taken for the initiative to be effective in meeting the desired outcomes. The necessary steps considered to implement the initiative includes documenting the outcomes, allocating champion heads for the outcomes, actions implementation, establishing budgets and accountabilities, follow-up, and monitoring progress. Through an effective budget allocation of $ 500,000,000, the activities of the proposed initiatives will be effectively implemented and accomplished within 5 months for the Abbott Northwestern Hospital to benefit. The initiative will ensure a significant reduction of the cases of the diabetes in the society since it will focus on educating the people about the requisite strategies of prevention and management of the condition.



 $        440,260,000.00

 $      440,060,000.00

 $   440,060,000.00

 $    440,060,000.00

 $    440,060,000.00


Bonora, E., Monami, M., Bruno, G., Zoppini, G., & Mannucci, E. (2018). Attending Diabetes Clinics is associated with lower all-cause mortality. A meta-analysis of observational studies performed in Italy. Nutrition, Metabolism and Cardiovascular Diseases, 28(5), 431-435.

Ferreira, A. I., Cardoso, C., & Braun, T. (2018). The mediating effects of ego-resilience in the relationship between organizational support and resistance to change. Baltic Journal of Management, 13(1), 104-124.

Mohammadkarim, B., Ehsan, T., Hamidreza, T., Ramin, R., Mehdi, R., & Hosseini, S. M. (2018). Factors affecting strategic plan implementation using interpretive structural modeling (ISM). International Journal of Health Care Quality Assurance, 31(5), 406-414.

Rosenbaum, D., More, E., & Steane, P. (2018). Planned organizational change management. Journal of Organizational Change Management, 31(2), 286-303.


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