This is the tenth course in the 11-part series of Building a Community-Based Palliative Care Program. You can take this single course or the entire series.
According to research conducted by The Ken Blanchard Companies “up to 70 percent of all change initiatives fail; a figure so high it means that most change initiatives are doomed to failure.” Palliative care services are unlike nearly every other service line in healthcare. Truly integrating community-based palliative care into an organization requires attention to the change that you are asking all your employees to make.
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Whether you are a hospice interested in providing post-acute care palliative services, a hospital wanting to expand your inpatient program into the community, or an outpatient clinic seeking to add the specialty to your practice – community-based palliative care will require changes in knowledge, systems, and the culture of your organization.
Offering palliative care in the community challenges organizations, and people who work in them, to think and operate in a different manner, even if your organization’s focus to date has been hospice. To implement and sustain your new service, it is essential that you are skilled in facilitating change. This course explores organizational change barriers, and processes needed to integrate palliative care throughout the organization. Best practices related to creating and sustaining change will be shared along with exercises and tools that programs can use to prepare for and support the launch of your community palliative care program.
The course includes downloadable tools to help you immediately apply the information used to your palliative care integration process:
- Change Planning Tool
- Change Acceleration Process
- Resistance to Change
- Managing Organizational Change: A Tool for Success
Topics covered include:
- Define Change
- Stages and Dimensions of Organizational Change
- Stages of Organizational Change
- Models of Planned Change
- Dimensions of Organizational Change
- Applying a Model for Structural/Operational Change
- CAP Model
- Applying a Model for Personal/Psychological Change
- Resistance to Change
- Change vs Transition
- Facilitating an Organizational Transition
- Facilitating Change and Transition
- Leading Change
- Changing Structures and Systems; Facilitating Personal Transitions
|Begins:||Immediately upon registration|
|Location:||Completely online, available 24/7|
|Continuing education:||1.5 Hours|
|Requires:||Computing skills sufficient to complete graduate work, access to a computer with an Internet connection|
|Is Ideal for:||Palliative care professionals interested in or responsible for program development, billing or budgeting|
|Provides:||Practical information and case examples to help facilitate the change involved in integrating a new palliative care program|
It is one thing to plan a program and quite another to integrate it effectively within an organization or community. Organizations and communities are complex entities comprising several dimensions, all of which may need to change in order to fully realize the new program’s results and vision. In addition to these general challenges of change, palliative care has unique characteristics that require adjustments in thinking, acting, and evaluating. This course will introduce you to important principles of change management, models for effective transitions, and practical strategies for implementing your palliative care program.
Using case examples and interactive online learning strategies, participants will receive incredibly practical information to help lead the change process required to integrate palliative care into an organization.
- Define change
- Distinguish stages and dimensions of organizational change
- Apply models of change
- Facilitate an organizational transition
- Facilitate change and transition in implementing palliative care
Helen B. McNeal is the Executive Director of the California State University Institute for Palliative Care at CSUSM. Prior to joining CSUSM, Helen served as Vice President of San Diego Hospice and The Institute for Palliative Medicine (SDHIPM) where she was responsible for all of the operations of The Institute for Palliative Medicine.
Prior to joining SDHIPM in 2007, Helen was Founder and President of Naria, LLC. Helen founded and was Board Chair of Evergreen Hospice in Markham, Ontario; she has consulted with both U.S. and Canadian government agencies on palliative care strategies.
Helen is also the co-author of Module IV: Palliative Care of A Comprehensive Guide to the Care of Persons Living with HIV/AIDS. She has consulted with the National Hospice and Palliative Care Organization on state hospice organization initiatives and led a national project to look at end of life care in the American prison system. In addition to a degree in Business Administration from the University of Michigan, Helen has done post-graduate study in business, psychology and organizational development.
Jennifer Ballentine, MA is President of The Iris Project, providing education, advocacy, research, and change design to healthcare entities especially in hospice and palliative care. Jennifer has served in executive positions in organizations leading change in end-of-life care since 1999, most recently as Vice President of Hospice Analytics and Executive Director of Life Quality Institute.
She has significantly contributed to initiatives implementing palliative care in the primary care and long-term care sectors, written best practice guidelines for palliative care, and headed several state and national taskforces affecting policy related to access and quality in palliative care, organizational ethics, and system transformation.
Call to buy the entire series or learn about group discounts: 760-750-7288.
DATE: Register Anytime
CONTINUING EDUCATION HOURS: 1.5 Hours
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This is just one of 11 courses in the Building a Community-Based Palliative Care Program series designed to help you build a sustainable palliative care program. Navigate below to see related courses in the series.