Final Project: Developing a Strategic Plan

Final Project: Developing a Strategic Plan




Executive Summary

The Hillsboro County Home Health Agency (HCHHA) was originally known as the Middleboro Home Health Agency. The agency was established in 1946. It was founded as a non-profit agency with a purpose of providing healthcare related services to the community. The home health agency changed the initial name later with an aim of reflecting better the national orientation. The home health agency provides valued services to the public. HCHHA is the only provider of home medical service in Hillsboro County. The joint commission accredits the agency. The agency is well-known for the quality care, the positive attitude, and for the cautious administration. However, the agency has been experiencing various challenges including lack of a Medicare-certified hospice, poor financial and operational performance, and increasing competition threatening the market share. The strategic plan outlines effective strategies that will help the agency to run a financially facility, improve on the operations and out do the rivals in the increasingly competitive market.

Hillsboro County Home Health Agency

Strategic Plan

The Hillsboro County Home Health Agency (HCHHA) was originally known as the Middleboro Home Health Agency. The agency was established in 1946. It was founded as a non-profit agency with a purpose of providing healthcare related services to the community. The home health agency changed the initial name later with an aim of reflecting better the national orientation. The home health agency provides valued services to the public. HCHHA is the only provider of home medical service in Hillsboro County. The joint commission accredits the agency. The agency is well-known for the quality care, the positive attitude, and for the cautious administration. Private duty, community health, and home care are the three major divisions of the agency that have subdivisions. The board of directors controls all operations of the agency.

  1. Mission

“The mission of the Hillsboro County Home Health Agency (HCHHA) is to serve individuals in their usual environments within the community. We strive to prevent disease or to retard its progress and to reduce the ill effects of the unavoidable disease. We provide quality nursing and therapeutic care to the non-institutionalized sick and disabled. We also provide information and encouragement to individuals and families, special groups, and the community in general for health promotion.”

  • Vision

“The Hillsboro County Home Health Agency, Inc strives to serve the community by promoting a healthy lifestyle which includes preventative measures in order to have a healthier community as a whole.”

  • Core values


Hillsboro County Home Health Agency seeks to perform its duties with respect and integrity.


We seek innovation solutions in addressing upcoming challenges and in managing available resources.


We promote value results through continuous learning for improvement of performance.


We realize our mission by giving customers quality services and engaging our partners.


We rely on teamwork to solve challenges and to realize set goals.

  • SWOT Analysis

Internal analysis


  • Two convenient locations

The Hillsboro County Home Health Agency has two convenient locations, the one in Hillsboro and the new one in Jasper that enables it to provide health services to a wider community. The Hillsboro location is known for the spacious home, and ample parking. The house that the Hillsboro office is located is a community landmark which is featured in the areas’ travel brochures. The Jasper office is located in a rented space but in a professional office building. The geographical isolation of the agency gives it an added advantage over its competitors.

  • Overall positive reputation in the community

The general reputation of the HCHHA is positive. The home health agency is known for the can-do attitude, the prudent administration of funds, and for the high quality when it comes to health services. The health professionals in the area consider HCHHA to be a highly professional working station. 

  • Experienced HCHHA’s executive director, Washington, who has expanded the existing services and added new services.

Before Washington was served with the position in HCHHA, she was the regional director for a large-for-profit chain of agencies of home health where she managed affairs of 13 different agencies. Prior to serving in the position she acted as marketing director for large medical products firm in Capital City. Washington has served in various positions that have given her enough experience to drive HCHHA to success.


  • Overall decline in financial performance

The finance committee of HCHHA agrees that there is a downward trend in financial performance of the agency and predicts that the trend is likely to continue.

  • Lack of interest in serving on the committee of board of directors

Since 2010, physician interest in serving on the committee of the board of directors have been non-existent. For three years, the agency experienced a decline in the operating margin related to the poor management.

  • Productivity problems with some older employees.

Some older employees have reduced the degree of commitment in the agency leading to losses from operations.

  • Different in perspectives among board members

The differing perspectives among board members have slowed down operations leading to poor services.

  • High rate of physician and other employees’ turnover

The executive director of HCHHA noted that there is an increasing rate of employee turnover. This has affected the operations of the agency leading to customer dissatisfaction. The poor services put the agency at a risk of losing support from the community or from the local government.

External analysis


  • Community needs Medicare-certified hospice

The public requires a Medicare-certified hospice in the country to take care of the residents of Hillsboro. The community in Hillsboro has complained of lack of palliative treatment that the agency should be offering.

  • Managed care organizations and insurance companies have expressed interest in the use of home care services provide an opportunity for market growth through the insurance coverage.
  • Use of advancing technology in marketing

The advancing technology provides a variety of means of marketing services across the country. Using the new platforms will enable the agency to reach a wider audience expanding the number of potential sponsors from the local community, the state, and from the international community.

  • Community requires adult day care

The Hillsboro community has time and again raised concerns over lack of adult day care. Although the agency is busy in providing health care services to patients, tapping into this opportunity will attract community support which is associated with increased funding.


  • Increasing competition in the home care field

Washington agrees that there is an increased competition in the home care field threatening the services of the agency. For instance, the OHA expansion in Jasper, and the establishment of other physician groups in Jasper.

  • Changing reimbursement system

HCHHA raises concerns over changing reimbursement system that has made many agencies to consolidate or got out of business.

  • Challenges in getting the required physician recertification every 60 days for Medicare patients.
  • Grand Strategies or long-term strategic priorities

Strategy 1

To move up stream in managing health care. This will involve maximizing attention and resources in expanding the community health division to enable the agency to start offering Medicare-certified hospice care. The strategy will help in increasing the scope of services offered as well as in realizing the mission and vision of the agency (Hiatt and Creasey, 2014). This strategy will help in responding to customers’ needs for the hospice care giving the agency a competitive advantage in the current market.

Strategy 2

To form strategic alliances. To offer quality services to the community, the agency will alliance with local community hospitals. This will enable the agency to reach out to various patients who need continuum care. The alliance with providing more resources that will enable the agency to attain a competitive edge over rivals (Eskanndari, 2015). This alliance will also help the agency to improve the financial performance as it will reduce operational cost.

Strategy 3

To improve the coordination between the clinical personnel and the business office. The coordination will help the agency to qualify for Medicare reimbursement under the Home Health Prospective Payment System. This will play a major role in improving the overall financial performance.

Strategy 4

To practice continuous quality improvement. In order to improve operational performance the agency will engage in continuous quality improvement to understand how the agency is performing and how to improve the operations. The six sigma model will be useful in improving efficiency and identifying errors promoting operational performance (Anwar et al., 2016).

Strategy 5: Diversify the funding base to address he overall financial performance. Limited funds are spent on advertising limiting the chances of attracting funds. Spending more on marketing the agency’s services will attract more funds helpful in addressing the overall financial performance. The advancing technology provides various marketing platforms that the agency should take advantage of.

  •  Operational and tactical plan

Strategy 1: To move up stream in managing health care

Goal 1: To enhance the well-being and health of the community that has been denied care of the Medicare-certified hospice by local health agencies. The goal of the hospice care will be to relieve physical pain, offer comfort care, and reduce spiritual and emotional care as well as to uphold the dignity of individuals with terminal illnesses.

Objective 1: By expanding the health care services, the agency hopes to witness a general health improvement of patients that are enrolled in hospice care. Achieving the goal will also ensure that employees take part in ensuring that patients with chronic illnesses are well taken care of giving them a meaningful life.


To enhance life quality of patients placed many days in hospice care.

Goal 2: to promote the efficiency of nurses’ time and minimize travel time. This will help in promoting the efficiency of the agency and help it to position itself appropriately in a market that needs the services.

Objective 1: To control the average travel time care givers spend. This will ensure that enough time is spent on direct care to individual patients promoting efficiency (Bauer, 2014).

Objective 2: To control the amount of time care givers spend on a continuing care visit to an average of 1.1 hours per visit through a treatment plan for every form of the visit.

Strategy 2: Forming a strategic alliance.

Goal 1: To create a unified excellence network between the two alliances by building a strong relationship.

Objective 1: Developing an alliance between physicians in HCHHA and the local community hospital to promote the exchange of information. This will ensure that patients receive quality healthcare. Quality healthcare is associated with care that is cost efficient.

Objective 2:  To hold meetings yearly with all the members of the board of directors to evaluate the alliance identifying areas that need improvements for an effective collaboration.

Goal 2: Promote access to healthcare for outpatients in the agency reducing cases of readmission in the local health care facility.

Objective 1:

Reduce readmission rate by referring patients to HCHHA resources after discharge from the local community hospital.

Objective 2:

To enhance the discharge process between the HCHHA community health division and the local community hospital by training the staff on how to effectively make discharge instructions.

Strategy 3: To improve the coordination between the clinical personnel and the business office.

Goal 1: To attract funding from the Medicare reimbursement under the Home Health Prospective Payment System

Objective 1: To fulfil all needs of the agency by promoting quality care through the availability of required funds.

Objective 2: To provide health care to all patients in the community irrespective of their status promoting a healthy community

Objective 3: To gain support from the community who complains of paying for services delivered by the agency that receives support from the United Appeal.

Strategy 4: To practice continuous quality improvement

Goal 1: To promote effectiveness in operations.

Objective 1: Promoting healthcare services leading to achievement of desired clinical and administrative outcomes.

Objective 2:  Enabling healthcare providers to enhance service delivery through continuous training.

Objective 3: To reduce healthcare costs through proper operations, improving patient care experience, and improving community’s health.

Strategy 5: Diversify the funding base to address he overall financial performance.

Goal 1: To improve financial performance through increased advertising.

Objective 1: To allocate more funds to advertisement attracting funding that will promote operations leading to quality services.

Objective 2: To use the advancing technology in providing quality health care to the community. This will also help in dealing with the increased competition in the home health care field.

  • Key performance and evaluation indicators

Key performance indicators are the financial and non-financial measures that help in devaluating the success of a project. The indicators will help the Hillsboro County Home Health Agency in evaluating the progress towards achieving the vision. In the home health care field, the key performance indicators help in the development of quality practices that lead to desired results when it comes to patient care (Khalifa and Khalid, 2015).. As long as the agency’s goals are not changed, the set indicators will not change. Most importantly in that the indicators are useful in measuring processes that are hard to quantify.

Action plan

ObjectiveKey Performance Indicator
Expanding the health care servicesExistence of new health care service
Enhancing life quality of patients under hospice care.Patient satisfaction
Controlling the average travel time care givers spendEmployee travel time
Controlling the amount of time care givers spend on a continuing care visitThe amount of time spend per patient
Developing an alliance between physicians in HCHHA and the local community hospital to promote the exchange of information.Existence of an alliance
Holding annual meetings to identify areas that need improvements for an effective collaborationReduced operational cost
Reduce readmission rateReadmission rate
Enhancing the discharge processNumber of complaints on discharge process
Fulfil all needs of the agency by promoting quality careFunding satisfaction
Provide health care to all patientsNumber of patients accessing home health care
Gain support from the communityComplaints from the community
Promoting healthcare outcomesPatient and family satisfaction
Enabling healthcare providers to enhance service deliveryEmployee retention and satisfaction
Reduce healthcare costsHealth cost
Allocate more funds to advertisement attracting fundingFunding satisfaction
Use of the advancing technology in providing quality health careNumber of patients seeking the quality health care services
  • Change management plan

8.1 The size of the change and its impact on the community and the organization

There will be various changes upon implementation of the project. There will be new health care services in particular, the Medicare-certified hospice meaning that patients suffering from terminal illness will be taken care of. This means that health care providers will change their current operations and be ready to take care of terminally ill patients. Physicians and nurses will spend less time travelling and spend more time attending to patients. The alliance of the local community hospital with HCHHA will lead to changes in some policies to accommodate all stakeholders. This means that all the stakeholders from the two agencies will have to adapt to the new policies.  With enough funding, the agency will increase the number of patients meaning more workload for employees. Employees as well as patients will also have to embrace the use of technology in giving and receiving health care services.

These changes will impact both the organization and the community at large. For the community, the changes will promote quality health care services to the patients. Taking care of patients with terminal illnesses with not only relieve stress from the patients but also from the family. If implemented effectively, the changes will ensure that patients receive quality health care promoting quality of life. For the organization, the changes will help them to offer quality services associated with the desired outcome. The services will gain the organization support from the community. With quality services, the organization will attract more funds which will help it in realizing the set goals. Additionally, the changes will give the organization an added advantage over the competitors. The organization will have to spend more time and resources training employees on the new changes for effectiveness. The changes though must be implemented effectively to enjoy the positive effects.

8.2 The organization’s readiness for change

There are complaints about the lack of a Medicare-certified hospice in the country proving that people are not satisfied with the current services offered by the agency.  The managing director of the agency has already raised concerns over various current process welcoming the idea of change. For example, there are complains of limited funds for effective operations, and limited advertising associated with lack of funds. There are other complains about high employee turnover, service costs, and poor operational cost. In addition the agency faces threats of being overthrown by the competitors on the field. These elements are driving support for the change. The workplace culture of the agency is one that supports innovation and change explaining the readiness for the change. The strategy to enlighten the stakeholders on the need for the change has raised awareness and increased commitment in support of the change. The management of Hillsboro has been receiving numerous complaints concerning their facility. The complaints have driven the top management to offer strong support for the change. With the senior strong support, other stakeholders have been motivated into embracing the change. Therefore, all the stakeholders are ready to change.

8.3 Change management strategy

Change is associated with negative feelings of anger, fear, depression, anxiety, and fatigue. To eliminate these feelings and promote positive response, the organization will rely on two management strategies. First is the normative-reductive strategy that stresses on re-interpreting and re-defining existing cultural norms and promoting commitments to new ones. Many people wish to go with the flow and therefore establishing the flow with the new changes will help in gaining change support. The agency has already created a culture that believes in change and innovation. Therefore, it will be easy for the people to embrace the change. However, this strategy alone will not be effective in embracing introduction of a new health service that is highly demanded and needs an urgent response. Failure to introduce the Medicare-certified hospice will give competitors a chance to offer the services gaining support over Hillsboro home health care (Nickols, 2016).

In this case, the power-coercive strategy will be used in managing change. People tend to be generally compliant. They do what they are told. The agency has to respond with urgency to the need of the health service as it faces the threat of being outshined by the increasing competitors in the home health care field. By informing the stakeholders that the agency is at a risk of losing community support, the management will exercise authority over the acceptance of the change. When people feel threatened like in this case, where the organization is at a risk of losing clients and funding, they tend to accept the power-coercive strategy when it comes to going along with the new programs. In case there are people in certain positions resisting the change, the positions will be filled with other people who are ready to embrace the change. For the two strategies to be effective, the change will be made familiar to all stakeholders who took part in creating it (Goman, 2016). This will make it easy for them to embrace it.

8.4 Team structure and responsibilities

The purpose of change management is to drive achievement of desired organization outcomes. Effective change management depends on the coordination of all stakeholders in fulfilling various roles. Several teams in Hillsboro County Home Health Agency will undertake unique responsibilities towards change management (Stanford University, 2017). Each team will have roles to play for the change management too be the effective promoting effectiveness of the project.

Team structure

Action Plan

Change management teamFormulate an effective strategy for managing all the stakeholders Apply a structured change management approach Create plans for moving people towards an effective project Support other roles in management of change
Executives and senior managersBe active throughout the project. Manage resistance. Maintain a healthy sponsorship coalition. Communicate openly with employees which motivates them to believe in change.
People  managersCommunicating directly with employees on change impacts. Supporting the change to be able to convince others. Helping employees to cope with the change. Interacting with project team by addressing concerns and giving feedback. Addressing employee resistance.  
Project teamPlan the expected change. Managing the technical side in pushing a project forward. Working in collaboration with the change management team to ensure that all sides are in unison. Incorporate plans of change management into project plans.
Project support functionsIncorporate expertise and experience useful in the current change. Give their specialized knowledge to project teams. Provide tools that are in support of activities of change management.
Business analystHelp in defining the project. Gather requirements from business users. Record business and technical requirements. Verify that the project deliverables are as per the requirements. Examine solutions to certify objectives.

8.5 Sponsor roles and responsibilities

The major success factor behind change initiatives is the active and visible executive sponsorship. Project and executive sponsors play a significant role when it comes to change. Apart from being visible sponsors in times of change, the sponsors reveal factors that necessitate the change. They provide credibility and authority essential for effective change. In most cases the sponsors are too busy to devote enough time to the project. It is however important to note that the project sponsors play a major role in the results of a project. In the current competitive market, the sponsors have to play their role actively to deliver desired outcomes (Ashkenas, 2015). It is thus important to identify the roles and responsibilities of the sponsors.

Roles of project sponsor

Acting as chairperson of the steering committee.

Marketing and selling the project to the organization.

Act as the link between the project and groups making management decisions.

Making decisions that are beyond the project manager’s authority.

Giving business expertise as well as guidance to the project manager.

Responsibilities of the sponsor

To ensure that business requirement is valid and properly prioritised.

To ensure the project is launched correctly.

To make sure that the project remains a feasible business plan.

To ensure that project changes are managed appropriately.

Too promote risk management.

To institute organization of the project, roles as well as the reporting structure.

Keeping the project under control.

To commend major project deliverables.

To initiate reviews of the project and supporting the review process.

Addressing concerns that the project manager has no control of.

Promote methods that lead to the success of the project.

To provide feedback on status reports and ensuring that the feedback reaches the concerned stakeholders.

8.6 Planning and implementation

For effective change management, all changes need to be planned for implementation. Back-out measures should be developed in case the proposed changes create challenges. After applying the changes, they should be tested and evaluated for effectiveness. It is clear that the current state of Hillsboro Agency necessitates change. It is only by responding to current needs of the community that the agency will remain competitive. Otherwise, if the competitors respond to those needs quicker, then the agency will lose the supports it gets from the community, government, and from non-governmental institutions (Curnow, 2016). The change in the agency will bring positive impacts to all stakeholders. While patients will access quality healthcare, the institution will enjoy massive support in the country. Alliance with the local community hospital may pose some challenges to the agency but the risk is worth it. Employee resistance can also be a challenge towards the change process.

Resources are needed for the change process. Tools and resources are useful in helping all stakeholders to adjust to new technologies, processes, and goals. Other plans such as communication plan, resistance plan, training plan, and schedule of activities will play a major role in the effective change process. When it comes to implementation, changes will commence in small pieces in readiness for the bigger change. The first step will be piloting the implementation after which all stakeholders will be ready to embrace the change. The current culture of embracing change and innovation fasten the change process as limited resistance is expected. Through a communication plan, a sense of urgency will be created. Interest and commitment will also be created to assist the agency in overcoming any challenges (Common Wealth of Australia, 2015). As the change process progresses, the management will continue to provide resources, proper tools, and training that will help members in adapting to the changes. Strategic communication will play a major role in the effective implementation of the change. The demanding planning of the process is useful in mitigating various potential challenges. The implementation process will involve adapting the proposed solutions in the planning stage and improving on them based on the outcomes.

8.7 Communication plan

Effective communication of changes, ideas, and progress to all stakeholders determines the success of the implementation process (Public Consulting Group, 2016). Communication should address what necessitates change, what the change is, and how the change impacts the agency.

Communication objectives

Creating change awareness

Creating communication standards

Maintaining consistency in content and delivery of all information across the agency

Promoting reliability of the change through open senior management support

Communicating through various channels

Encouraging all stakeholders to participate in the change process

Addressing personal concerns

Action plan

AudienceAudience Background and Potential ReactionsCommunication needsResponsibilityCommunication ChannelTiming or Frequency
SponsorsProject sponsors welcome the  change to boost market shareReceive: updates concerning progress, and risks identified Provide: project direction and fund the programExecutive directorScheduled meetings an emailsMonthly and as needed
Executives and managersThe management knows about the necessity of the change and will therefore support itReceive: receive information on program developments and necessary changes Provide: direction for effective program and maintain a productive communicationExecutive teamScheduled meetings, emails and phone callsWeekly and As needed
Agency staffThe staff will not be surprised with the direction but will  be worried about their jobReceive: information on developments and changes in the care delivery Provide: participation on service needs for program redesigningAgency management/HRIn-person meetings, on0going meetings, and emailsWeekly updates and as needed
Local governmentLocal government had proposed the change and therefore will favour itReceive: information on changes in service system at county and state level Provide: contribution towards delivery of effective programExecutive managerScheduled meetingsMonthly and as needed
Clients and the communityPatients and the community are looking forward to quality services and will embrace the changeReceive: information on changes in the service system at county level Provide: necessary input towards the success of the program.Executive teamMeetings, public websitesMonthly and as needed
The mediaMedia is always interested in development therefore it will be in favour of the changeReceive; information about the progress of the program Give: moral support for to the agencyExecutive managerPress release through phone call, email, or meetingsAfter the program initiating the program

8.8 Change management resistance plan

Even when the anticipated solution that a project presents is desired, there always will be resistance from some stakeholders. The fear of the unknown, adjustment problems, anxiety are among the factors that drive people to resist change. Hillsboro Agency project team will address resistance and lessen it. The following change management resistance plan identifies the various source of resistance and states the management approach that would be effective (Muo, 2014).

Source of ResistanceAnticipated Type of ResistanceManagement PlanAdvantages of the ApproachDrawbacks
Project sponsorsLack of commitment to change implementationSince the group has the considerable power to resist, negotiation and agreement will be useful in managing the resistance.Negotiation and agreement resistance management plan is relatively easy in avoiding major resistanceIf the approach alerts other stakeholders in negotiating for compliance, it becomes very expensive.
Executives an senior managersSome executives and senior managers can be too busy to participate in change processThe resistance may be as a result of lack of enough accurate information   Effective communication and education approach will be effectiveOne the resisting members are persuaded, the organization will have full senior  support in the implementation processIn case many people are involved in the resistance management plan, then a lot of time will be consumed.
Agency staffPsychological resistance The employees may mistrust the management, have fear of the unknown, or feel that their job security is threatened. Logical resistance where employees would resist due to extra efforts in relearning, and time needed to adjust.Participation and involvement Facilitation and support will also be effective as the staff could be resisting due to adjustment problems.Involving all employees in designing the change will be useful in overcoming psychological resistance. Giving employees opportunities to design the change promotes their commitment to change implementation. Facilitation works best with adjustment problemsIn case the participants design a change inappropriately, then the approach can be time consuming Facilitation is time consuming and costly.
Clients and the communityAlthough patients demand quality services, they may be slow in funding the program due to fear of the unknown.Education and communication will help in convincing the community to support the program. Giving accurate information and analysis of a program will persuade the group to embrace change and help in implementing it.Educating the community about  the necessity of the change and need for their support would be time consuming

8.9 Training plan

We will conduct training to various stakeholders of the agency including sponsors, managers, staff, community, and to the change management team. The focus of the training will be on building on the necessary skills, and giving them accurate information concerning the project. This will persuade the teams to support the program especially those with resistance attitude.

Action plan

For sponsors to be active, there will be an executive briefing. The training will be conducted in two sessions each three hours. The issue will be presenting the past data on the history of the organization when it comes to implementation. This is to ensure that leaders do not bar intervention by acting how they have acted in the past (Quinn and Quinn, 2016). The training will focus on showing sponsors how to be active by reinforcing their commitment to the project.

The middle managers present the risk of higher resistance dies to adjustment problem. A one day workshop will be effective in helping them to adjust to the changes. The workshop will involve informing the managers of the necessity and urgency of the change. Understanding why the change is necessary will persuade managers to support the change and participate in implementing it.

For the agency staff, the physicians, and nurses, we would conduct a continuous training that will equip them with necessary skills for the new health care services. A monthly training will be effective. Gaining the required skills will give the staff motivation to support the change and participate fully in implementing it (Moore and Chin, 2014).

For the community, we will conduct a one day workshop that will focus on the need to support the change in the agency considering that it is the community that will benefit most from the program. During the workshop the community will be given opportunities to raise any concerns over the project. This will enable them to feel as part of the program thus boosting the support and help in the implementation process.

For the project team there will be a project planning workshop often whose focus will be on building change management methodology awareness. The methodology will then be applied in the implementation of the program leading to desired outcomes. The training will promote consistency which boosts efficiency.

Two training lead from the project team will take up the role of completing and managing the training including collecting the instructional materials and planning on training delivery. Training lead will also establish the strategy to be used in training. A computer attached to a projector, and training practice environment will be used during the training. Lectures, and instructor led training will be useful for the training. The training will be conducted in February 2018. Each group will attend their training same or at different times but in different venues. Lunch and help tools will be provided to the participants to reinforce the training. The support and resistance rate will determine whether the training will be successful or not. Increased support with no or limited resistance will show that the training is successful. Limited support and change resistance will indicate that the training was unsuccessful.

Financial Resources

Two training lead       $15,000
Additional training staff 5       $20,000

8.10 Incentives and celebration of successes

Objectives of the incentives program

To increase employees morale towards supporting the change.

To boost productivity when it comes to implementation of the program.

To retain and attract more support from the stakeholders.

Action plan

Behaviors to  rewardIncentivesWhen to provide the Incentives
Individual hard workRecognition One-on-one positive compliments General appreciation (publicly or privately)As soon as the behaviour an individual’s hard work is noted
Group hard workFree lunch Public recognitionAfter success of a tough project
Change support for trainingManagement recognition Increased autonomyAs soon as the support emerges
Employees continuous implementation of changes in the working lifePraise (verbally and non-verbally) Gift card bonuses Monetary bonuses Free lunchDuring the implementation process
Success of  the projectPay raise with or without promotion Health insurance benefits Educational reimbursements Staff retreat Networking opportunitiesImmediately after evaluation of the project’s success

Since the Hillsboro County Home Health Agency (HCHHA) is a non-profit agency the incentive plan will focus on reducing as much spending as possible. This will ensure that the available funds are used in promoting the health of the community. Consistency, involvement, follow-through, and review will keep the incentives program going in the agency.

8.11 Timeline/schedule of activities

Establish a Medicare-certified hospice    
Improve operational performance through strategic alliance     
Implement the advancing health care technologies    
Improve financial performance through proper organization management     
Increase advertising funds to attract more funds enabling the agency to fulfil all needs    
Leading choice of health care employment    

8.12 Budget for change management

Establishing a Medicare-certified hospice150,000
HCHHA and HCH Alliance80,000
Using the advancing health care technologies85,000
Improve financial performance through proper organization management70,000
Increase advertising funds25,000
Training plan35,000
Communication plan10,000
 Total= 455,000


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