CW2- 2000 words

MSc Global Healthcare Management 7135SOH Coursework Number: Two Module Leader: Dr Eddy Awire Student Number: Word count: 2000 Date of Submission: 1 Student No.

1. Executive Summary This report presents an implementation plan for increasing funding for recruitment and retention in NHS hospitals in the United Kingdom. This plan aims to address the root cause of increased waiting times and enhance patient care by alleviating the staff shortage. The proposed solution requires an estimated investment of £2 billion and a timeline of five years. The plan includes a detailed analysis of strategic priorities, workforce management, timeline, stakeholder engagement, financial analysis, risk assessment, and monitoring and evaluation. It aligns with the national healthcare strategy and addresses the key challenges faced by the NHS. 2 Student No.

2. Introduction The National Health Service (NHS) in the United Kingdom is a public healthcare system that provides comprehensive healthcare services to the nation's residents. Established in 1948, the NHS has been a cornerstone of public health in the UK, with its primary goal being to provide quality healthcare that is free at the point of delivery for all citizens. The UK's healthcare system is facing numerous challenges, including an aging population, rising demand for services, and increasing prevalence of chronic conditions. In recent years, the NHS has faced the critical issue of increased waiting times in hospitals, which directly impacts patient care and overall system efficiency. One of the primary root causes of increased waiting times is the shortage of staff within the NHS. This staff shortage can be attributed to various factors, such as inadequate funding, staff burnout, insufficient recruitment, and an aging workforce. In Coursework 1, a comprehensive analysis was conducted to identify and assess the problem using the Fish Bone, 5 Whys, and PESTLE methodologies. Based on this analysis, three potential solutions were proposed: increasing funding for recruitment and retention, implementing flexible working arrangements, and leveraging technology to improve efficiency. Ultimately, increasing funding for recruitment and retention was chosen as the most appropriate solution to address the staff shortage and improve patient waiting times. This business case builds on the findings from Coursework 1, presenting a detailed implementation plan for the chosen solution. The aim of this business case is to provide a comprehensive and feasible approach to address the staff shortage in the NHS, thereby reducing waiting times and enhancing patient care. The implementation plan will cover strategic priorities, workforce management, stakeholder analysis, financial planning, risk assessment, and monitoring and evaluation. By addressing the root cause of staff shortages and investing in the recruitment and retention of healthcare professionals, the NHS can deliver improved patient care, reduce waiting times, and build a more sustainable and efficient healthcare system for the future. 4 Student No.

3. Implementation Plan The implementation plan for increasing funding for recruitment and retention in the NHS aims to directly address the staff shortage issue, thereby reducing waiting times and enhancing patient care. This section outlines the key elements of the plan, ensuring that the assessed learning outcomes are addressed (Hunter & Bengoa 2023). Purpose The purpose of this implementation plan is to outline a comprehensive approach to addressing the staff shortage in the NHS through increased funding for recruitment and retention. The plan aims to achieve the following SMART objectives (Kerasidou, 2019):  Secure a budget increase of £2 billion over five years to fund recruitment and retention initiatives.  Increase the number of healthcare professionals in the NHS by 15% within five years.  Reduce waiting times in NHS hospitals by 20% within five years.  Improve staff satisfaction and retention rates by 10% within five years. Strategic Priorities The proposed solution aligns with the strategic priorities of the NHS, as well as local, national, and international healthcare goals (Adams et al., 2021). These priorities include:  Ensuring equitable access to healthcare for all citizens.  Enhancing the quality and safety of patient care.  Supporting the well-being and satisfaction of healthcare professionals.  Promoting a sustainable and efficient healthcare system. By addressing the staff shortage through increased funding for recruitment and retention, the plan supports these strategic priorities and contributes to the overall improvement of the NHS (Levell, 2022). 5 Student No.

 Begin implementing flexible working arrangements. Year 2:  Continue recruitment efforts and monitor progress.  Assess the effectiveness of training programs and professional development opportunities, making adjustments as needed.  Evaluate flexible working arrangements and make any necessary improvements.  Begin infrastructure investments and technology upgrades. Year 3:  Continue recruitment efforts and monitor progress.  Further refine training programs and professional development opportunities.  Assess the impact of infrastructure investments and technology upgrades on efficiency and staff satisfaction.  Evaluate overall progress towards meeting objectives. Year 4:  Continue recruitment efforts and monitor progress.  Implement any necessary adjustments based on the evaluation of progress.  Begin preparing for the final year of the project and the transition to ongoing workforce management. Year 5:  Complete recruitment efforts and monitor progress.  Evaluate the effectiveness of the implementation plan and measure the achievement of objectives.  Develop a sustainability plan to maintain the gains made during the project and ensure ongoing workforce management. 7 Student No.

Stakeholder Analysis A successful implementation plan requires the engagement and support of various stakeholders. Key stakeholders, their roles, and a stakeholder matrix are provided below (See Appendix B):  Government: Responsible for approving funding and supporting policy changes. Their engagement is essential for securing the necessary resources to implement the plan (Figueroa et al., 2019).  NHS Leadership: Responsible for driving the implementation of the plan and overseeing workforce management. Their support and commitment are critical to the success of the project.  Healthcare Professionals: Directly impacted by the plan, their input and feedback are invaluable for ensuring that the proposed initiatives meet their needs and improve working conditions (Franco-Trigo et al., 2020).  Patients and the Public: Ultimately, the beneficiaries of improved patient care and reduced waiting times. Their opinions and experiences can help shape the plan and ensure that it meets the needs of the community (Al Owad et al., 2022). The stakeholder engagement plan should involve regular communication, consultation, and collaboration with these stakeholders to ensure their buy-in and support throughout the project. Financial Analysis Funding for the proposed solution will primarily come from the government, with the aim of securing a £2 billion budget increase over five years. This will cover both recurrent and non-recurrent costs associated with recruitment, retention, training, and infrastructure investments (See Appendix E). The financial benefits of the plan include reduced costs associated with staff turnover, improved efficiency, and reduced waiting times. Non-financial benefits include enhanced patient care, increased staff satisfaction, and a more sustainable healthcare system (Levell, 2022). 8 Student No.

Monitoring and Evaluation A robust monitoring and evaluation system will be implemented to track progress towards the plan's objectives and ensure accountability (Kerasidou, 2019). Key performance indicators (KPIs) will be established to measure the success of recruitment and retention efforts, staff satisfaction, waiting times, and overall patient care (See Appendix D). 4. Conclusion and Recommendations From the above-mentioned report, it is concluded that case presents an implementation plan for increasing funding for recruitment and retention in NHS hospitals. The proposed solution addresses the staff shortage, reduces waiting times, and enhances patient care. It aligns with national healthcare priorities and provides a comprehensive approach to managing the workforce, stakeholder engagement, financial planning, risk assessment, and monitoring and evaluation. The plan requires an estimated investment of £2 billion over five years, which will be primarily sourced from the government. While there are potential risks and limitations, such as political resistance and budget constraints, the proposed solution offers substantial benefits for the healthcare system and stakeholders involved. It is recommended that the NHS and the government collaborate to implement this plan and address the staff shortage, ultimately improving patient waiting times and ensuring a sustainable healthcare system. Ongoing monitoring and evaluation will be crucial in assessing the success of the plan and making necessary adjustments to achieve the stated objectives. 10 Student No.

5. References Adams, R., Ryan, T., & Wood, E. (2021). Understanding the factors that affect retention within the mental health nursing workforce: A systematic review and thematic synthesis.  International Journal of Mental Health Nursing ,  30 (6), 1476-1497. Al Owad, A., Islam, M., Samaranayake, P., & Karim, A. (2022). Relationships between patient flow problems, health care services, and patient satisfaction: an empirical investigation of the emergency department.  Business Process Management Journal , (ahead-of-print). Buchan, J., Charlesworth, A., Gershlick, B., & Seccombe, I. (2019). A critical moment: NHS staffing trends, retention and attrition.  London: Health Foundation . Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: a rapid review.  BMC health services research ,  19 (1), 1-11. Franco-Trigo, L., Fernandez-Llimos, F., Martínez-Martínez, F., Benrimoj, S. I., & Sabater-Hernández, D. (2020). Stakeholder analysis in health innovation planning processes: a systematic scoping review.  Health Policy ,  124 (10), 1083-1099. Hunter, D. J., & Bengoa, R. (2023). Meeting the challenge of health system transformation in European countries.  Policy and Society ,  42 (1), 14-27. Kerasidou, A. (2019). Empathy and efficiency in healthcare at times of austerity.  Health Care Analysis ,  27 (3), 171-184. Levell, N. J. (2022). NHS outpatient secondary care: a time of challenges and opportunities.  Future Healthcare Journal ,  9 (2), 106. Lock, F. K., & Carrieri, D. (2022). Factors affecting the UK junior doctor workforce retention crisis: an integrative review.  BMJ open ,  12 (3), e059397. 11 Student No.

6. Appendices Appendix A: Gantt Chart Task Name DurationStart Finish Predecessors Increasing funding for recruitment and retention in NHS hospitals in the United Kingdom 2060 days January 1, 2023 November 21, 2030 Secure funding approval from the government 60 days January 1, 2023 March 23, 2023 Develop and launch recruitment campaigns 90 days February 10, 2023 June 15, 2023 2 Establish training programs and development 120 days June 16, 2023 November 30, 2023 2,3 Begin implementing flexible working arrangements 30 days December 1, 2023 January 11, 2024 4 Continue recruitment efforts and monitor progress 65 days February 23, 2024 May 23, 2024 4,5 Assess effectiveness of training programs 45 days July 18, 2025 September 18, 2025 6 Evaluate flexible working arrangements 60 days September 19, 2025 December 11, 2025 7 Begin infrastructure investments and upgrades 190 days December 12, 2025 September 3, 2026 7,8 Continue recruitment efforts and monitor progress 60 days September 4, 2026 November 26, 2026 8,9 Further refine training programs 90 days November 27, 2026 April 1, 2027 9,10 Assess impact of infrastructure investments 120 days April 2, 2027 September 16, 2027 11 Evaluate overall progress towards objectives 90 days September 17, 2027 January 20, 2028 11,12 Continue recruitment efforts and monitor progress 105 days January 21, 2028 June 15, 2028 13 Implement any necessary adjustments based on the evaluation of progress 120 days June 16, 2028 November 30, 2028 13,14 Begin preparing for transition to ongoing management 135 days December 1, 2028 June 7, 2029 14,15 Evaluate effectiveness of implementation plan 260 days June 8, 2029 June 6, 2030 15,16 Develop a sustainability plan 120 days June 7, 2030 November 21, 2030 17 13 Student No.

Appendix B: Stakeholder Matrix and Engagement Plan A stakeholder matrix and engagement plan have been developed to ensure effective communication and collaboration with key stakeholders. Stakeholder Matrix : Stakeholder Role Interest Influence Engagement Strategy 14 Student No.

Sector and collaboration email updates This table lists various stakeholder groups, their level of interest and influence in the project, and suggests engagement strategies and communication methods for each group. The frequency of engagement column provides guidance on how often each stake holder group should be engaged with throughout the project's implementation. Appendix C: Risk Register Risk Likelihood Impact Mitigation Strategy Political resistance Medium High Lobbying, policy advocacy, and demonstrating the benefits of the plan Budget constraints High High Explore alternative funding sources, phased implementation, and cost-saving measures. Staff resistance to increased workload Medium Medium Effective communication, support, and involvement in decision-making. Recruitment challenges Medium Medium Targeted recruitment campaigns, competitive salaries, and benefits. Implementation delays Medium Medium Regular monitoring, contingency planning, and resource allocation. Appendix D: Monitoring and Evaluation Framework A monitoring and evaluation framework has been developed to track progress against the SMART objectives. Objective Key Performance Indicator Target Data Source Frequency of Reporting 16 Student No.

(KPI) Secure a budget increase of £2 billion over five years Budget allocated for recruitment and retention £2 billion Government financial reports Annual Increase the number of healthcare professionals in the NHS by 15% within five years Number of healthcare professionals in the NHS 15% increase NHS workforce reports Annual Reduce waiting times in NHS hospitals by 20% within five years Waiting times in NHS hospitals 20% decrease NHS performance reports Quarterly Improve staff satisfaction and retention rates by 10% within five years Staff satisfaction and retention rates 10% increase Staff surveys, exit interviews Annual Appendix E: Budget Sheet A detailed budget sheet outlining recurrent and non-recurrent costs is provided below. Cost Item Recurrent (£) Non-Recurrent (£) Total (£) Staff salaries 1,500,000,000 1,500,000,000 Staff benefits 100,000,000 100,000,000 Training programs 75,000,000 75,000,000 Recruitment campaigns 50,000,000 50,000,000 Infrastructure investments 200,000,000 200,000,000 Technology upgrades 50,000,000 50,000,000 17 Student No.