Healthcare System Change in Jordan Town


Benefits and Implications

The selected community, Jordan town, is presently experiencing numerous social and health problems that could affect the experiences of many citizens. Some of the leading ones include poverty, challenges associated with diversity, diabetes, obesity, and environmental concerns. This report proposes a new health care system change, whereby medical professionals and social workers in Jordan, Minnesota, will be involved to launch region-specific programs and care delivery models that resonate with the identified needs. The primary goals of the intended strategy include preventing the spread of some of the common diseases, guiding more people to take personal precautions, and improving overall health outcomes (Mallion & Brooke, 2016). The proposed changes will augment the established programs and minimize the expenses incurred to meet people’s medical demands.

The direct benefits for these changes include a coordinated approach to social services and medical support, reduced cases of disease outbreaks, and overall well being for the greatest majority. The selected community will also save most of the available resources and divert them to address other critical health issues (Mallion & Brooke, 2016). The intended improvements in this region will deliver positive results. Specifically, more beneficiaries will record longer life expectancies and increased cases of social mobility (Black et al., 2015). The community will eventually experience positive economic improvements.

Potential Barriers to Change

The organization in charge of the proposed change will create the most appropriate steps to support the targeted goals. However, various barriers are expected that could have negative implications on the anticipated results. Some of the key ones include resistance from the key stakeholders, absence of adequate resources, and the ineffectiveness of the implemented model. Some organizational factors can contribute to resistance and affect the targeted goals. For instance, the established culture, nature of communication, and absence of effective leadership could have significant impacts on this program (Cabassa, 2016). At the community, poor coordination, absence of resources, and reduced sensitization could contribute to resistance to the intended change.

Those in charge of the change plan should be aware of other potential barriers to the anticipated project. For example, community members might be uninformed about some of the health issues they might be going through. The region could also lack proper guidelines for supporting and introducing new changes (Mallion & Brooke, 2016). The absence of a culture of public health promotion in Jordan could affect the intended results since more stakeholders will remain unsupportive.

Despite the presence of critical barriers, organizational and change managers should be aware of the primary drivers of change and implement them in their respective communities and institutions. Some of the leading ones include the provision of effective leadership, allocation of adequate resources, the use of appropriate theories, and engagement of all key stakeholders. Throughout the implementation process, participants should guide and educate all team members and community members about the anticipated gains, and they can transform people’s lives. The involved stakeholders should learn more about the program specifics and the overall gains (Cline et al., 2017). Continuous collaboration and communication are essential to reduce resistance and address all emerging complaints. The leaders will offer additional incentives to support the change process and encourage more people to focus on the wider picture.

The leaders involved will apply appropriate conflict resolution strategies to resolve competing interests. They can achieve such a goal by remaining focused, being non-partisan, and considering the expectations of the involved parties (Mallion & Brooke, 2016). They will rely on negotiation and compromise to bring all stakeholders on the table and explain how most of their actions could disorient the effectiveness of the entire exercise. A common ground will be the primary target to ensure that positive results are recorded in a timely manner.

Stakeholder Communications

A powerful strategy is essential to guide key organizational stakeholders to understand how the proposed changes in service delivery and sensitization of members of the public would have positive implications on the community’s health outcomes. The communication model needs to consider all stakeholders’ demands and ensure that timely updates are available (Johnston et al., 2016). The leader in charge needs to develop an effective plan to determine the messages, updates, and information that is needed throughout the period. The professional will assign responsibilities to specific individuals to support the entire process.

The key stakeholders in the organization include the project manager, director, medical practitioners, healthcare experts, social workers, financial experts, and policymakers. Members of the public, clinics and health facilities, religious organizations, learning institutions, and non-governmental organizations (NGOs) are also expected to be part of the program (Cline et al., 2017). These parties will have a significant influence on this proposal by providing timely updates, asking questions, and providing additional guidelines to support the entire initiative.

The suggested changes will result in new roles and activities in the organization. The decision-makers will rely on emerging insights to make informed deliberations and provide further guidelines that will support the entire program (Cabassa, 2016). Such professionals will consider the impacts of the change, the gains recorded, and emerging gaps that different stakeholders should address to make the introduced practices sustainable and capable of meeting the medical demands of more citizens.


Black, A. T., Balneaves, L. G., Garossino, C., Puyat, J. H., Qian, H. (2015). Promoting evidence-based practice through a research training program for point-of-care clinicians. The Journal of Nursing Administration, 45(1), 14-20. Web.

Cabassa, L. J. (2016). Implementation science: Why it matters for the future of social work. Journal of Social Work Education, 52(S1), S38-S50. Web.

Cline, G. J., Burger, K. J., Amankwah, E. A., & Goldenberg, N. A. (2017). Promoting the utilization of science in healthcare (PUSH) project. Journal for Nurses in Professional Development, 33(3), 113-119. Web.

Johnston, B., Coole, C., Narayansamy, M., Feakes, R., Whitworth, G., Tyrrell, T., & Hardy, B. (2016). Exploring the barriers to and facilitators of implementing research into practice. British Journal of Community Nursing, 21(8), 392-398. Web.

Mallion, J., & Brooke, J. (2016). Community- and hospital-based nurses’ implementation of evidence-based practice: Are there any differences. British Journal of Community Nursing, 21(3), 148-154. Web.

Appendix A: Grant Proposal

Need Statement

The proposed change seeks to guide medical experts to collaborate and provide incentives for dealing with heath problems and environmental issues in Jordan. These challenges are associated with the increasing cases of obesity, hypertension, and poor medical outcomes. Such problems affect all citizens across the community equally. The population is diverse and is characterized by all ages. Around 20 percent of the people encounter these predicaments. Key barriers to change include resistance, reduced support, and lack of resources. The county’s health and public departments will provide adequate information to define the change. Other initiatives include some of the established county efforts aimed at addressing this problem.

Program Description

The proposed change initiative seeks to empower and equip professionals with ideas and resources to implement new practices and campaigns to address the records problems in Jordan within 12 months. Collaborative efforts and involvement of key stakeholders will deliver positive results.

Goals and Objectives

The main goal of the initiative is to encourage more professionals to be involved in medical issues affecting the people of Jordan town. The effort will also result in overall health experiences for the greatest majority.

Program Evaluation

Constant monitoring is an evidence-based strategy to support and evaluate the targeted change. The program will have a Project Director to examine the primary responsibilities, assign roles, and consider emerging challenges. The individual will guide the relevant followers and team members to evaluate all activities monthly. The department of health will be in charge of the evaluation reports. The primary stakeholders will offer their timely insights and observations as part of the evaluation procedure.


The selected funding organization focuses on the best health outcomes for the greatest majority. The suggested change will support the realization of such aims. These expectations align with the change initiative. The primary aim is to get adequate financial support and eventually ensure that the program succeeds. The involved team members will be grateful to the funding agency for providing the requested financial resources.

Appendix B: Project Budget

Categories Startup 1st Year Other Sources
of Revenue
Salary and Wages
Project Manager 2,000 2,000 (Jordan health department) Wages and transport
Support Staff 3,000 Wages and transport
Other 1,000 Payments
Fringe Benefits
Project director 1,500 Supporting coordination and evaluation
Consultation or Contract Services
Writing materials 1,000 These materials will support the entire project
Laptop 2,000 Laptops are for keeping digital records
Projectors 1,500 For community campaigns
Printing 1,000 (Department of health)
Team members’ transportation _ 3,000 Transportation expenses
Miscellaneous or Other
Meetings 1,000
Refreshments 500
Total Expenses 10,500 6,000 3,000 OVERALL TOTAL: $19,500

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