Cheap essays, research papers, dissertations.Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
Sample Answer for Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability Included After Question
Determine the methods used to evaluate the need for the change
Display the approach and criteria for choosing individuals or teams necessary for the change initiative
Determine the strategies of communication
Determine the strategies to gather stakeholder support and overcome resistance
Outline the implementation strategies
Outline the sustainability strategies
Six Foundations of Steering Change Initiative
Methods of evaluating the need for change:
Come up with a diverse focus group that is capable of giving essential feedback regarding the necessary change that is needed in improving the behavior and accountability of students within the city (Swantner, 2016).
Collect the feedback from the developed focus group
Align the needs of the focus group to the vision of the implementation of Leader in Me change initiative
Confirm the ways in which their concerns can align with the implementation of Leader in Me.
Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
The University of Texas Medical Branch (UTMB) facility prides itself in being a premier institution of care. The application of evidence-based practice in several of its units has made it improve on its provision of services. However, the human aspect of the hospital has demonstrated certain weaknesses that the leadership should address. An analysis of the UTMB reveals that the ratio nurses to patients goes beyond the recommended level of 1: 6. The analysis further revealed that the high nurse to patient
ratio exists due to a high turnover rate at the facility. As such, addressing the turnover rate will play an important role in ensuring that the ratio aligns with the recommendation of the American Nurses Association of 1:6. The present paper will thus focus on the implementation, evaluation and sustainability of the nurse turnover change initiative at the UTMB medical-surgical unit.
The Need for Change
Nurse turnover has created a rapidly growing human resource issue in the contemporary healthcare sphere. Hospital managers have stated that nurse turnovers have certain consequences since it leads to the disruption of hospital service operations (Tang & Hudson, 2019). The UMTB has suffered the consequence of high nurse turnover as demonstrated by its high nurse to patient ratio at the medical-surgical unit. As a consequence of high turnover rate at the medical-surgical unit, it experiences a high risk-adjusted mortality. Moreover, the medical-surgical unit also experiences higher lengths of stay at the unit compared to other units. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
The presence of high turnover rates at the medical surgical unit of UMTB has also increased the cost of care for an individual patient. Due to the extended length of stay at the unit, the amount of money spent on individual patients have increased remarkably since the medical-surgical unit started registering increased nurse turnover. Suggestive evidence shows that high turnover rate at the unit has increased its operational costs (Tucker et al., 2019). An analysis shows that cost of hiring and training new nurses for the medical-surgical unit has skyrocketed since its nurses started leaving. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
The loss of nurses for the medical-surgical unit has also led to staffing problems for the unit. Consequently, the unit suffers the loss the trained and experienced nurses, an imbalanced composition of remaining and new nurses and nurse shortages (Tang & Hudson, 2019). The staffing problems have resulted in challenges in arranging work and formulating schedules for nurse managers. As a result, the situation necessitates increased overtime for remaining nurses. The resultant effects of nurse turnover cause reduced morale amongst the nurses at the unit, which negatively impacts most parameters of healthcare quality. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
Driving Forces
The driving forces for nurse turnover entails multifactorial factors in the form of economic, social and political aspects. The medical-surgical unit at UMTB suffers from factors such as absence of support from the nurse leadership. Organizational variables such as the lack of leadership play significant roles in the presence of nurse turnover (Scruth, Garcia, & Buchner, 2018). The nurse leadership at the medical-surgical unit of UMTB lacks the requisite skills to motivate the nurses hence their high turnover rates. Moreover, the high nurse-to-patient ratio results increased workload for the nurses. The overworking of nurses through strategies such as forced overtime makes them susceptible to burnout, which exacerbates the turnover rate issue.
The limited growth opportunities at the unit also leads to nurses quitting in pursuit of places where they abound for them. External factors such as the local labor economy does not favor the hospital hence the high rates of turnover. Moreover, State of Texas does not have a law guiding on the number of nurses per patients, which makes hospitals try to save money by keeping the ratio high (Cimiotti et al., 2019). Also, the presence of high competition from other healthcare players has accelerated the rate at which UMTB medical-surgical unit loses nurses. An analysis of the healthcare environment reveals that the competitors perhaps have better policies and offer more incentives, which attracts the medical-surgical nurses from UMTB. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
Benchmark Assignment Change Initiative Implementation, Evaluation, and Sustainability
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The presence of a high turnover rate will have a direct impact of the remaining nurses and the patients. The remaining nurses have to work twofold and sometimes threefold due to understaffing. These nurses also have to persevere with forced overtime, which leads to other issues such as burnout (Scruth, Garcia, & Buchner, 2018). On the other hand, the patients suffer since the quality of services offered have reduced. The impact of nurse turnover on quality parameters has in turn negatively affected patient satisfaction with the services offered at the medical-surgical unit at UMTB. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
Stakeholder Evaluation
The proposed change for the issue of nurse turnover entails a multifactorial approach including inculcating the organizational culture during hiring, providing effective communication of organizational goals during the same period, and offering opportunities for growth through courses that improve competence. The nurse managers will take a frontline approach in the change initiative. During this period, nurse managers will need to change their approach in terms of communicating the unit’s goals, objectives and culture to the new nurses to make them feel part of the team (Hughes, 2017). Moreover, the new nurses at the facility will greatly benefit from the change initiative since they will find a new culture of doing things at the facility, which will persuade them to stay longer. The veteran nurses will also benefit from the change initiative since their workload will reduce and the facility will give them increased opportunity to grow at the facility.
The Role of Nurse Leader in the Change Initiative
Nurse leaders act as change agents to implement changes that will enhance nursing and improve the working conditions of floor nurses. In the present change initiative, the nurse leaders will play a fundamental role in implementing improved interpersonal relationships with new nurses during interviews and orientation. Moreover, the nurse leaders will ensure the formulation effective communication concerning the reorganization of the growth opportunities for existing nurses and how they align with organizational objectives (Nelson‐Brantley & Ford, 2017). In order to ensure that nurses remain with the facility for a long time, nurse leaders will explain to them the need to observe organizational culture and how the change initiative will impact the nurses going forward. In other words, nurse leaders will ensure the implementation of the various facets of the change initiative.
The Lippit’s seven step change theory will play an instrumental role in the change initiative at the UMTB medical-surgical unit. Using this theory, the present author will diagnose the issue of nurse burnout and evaluate the capability and motivation for change. Moreover, the author will assess the motivation of the change agent and available resources as well as elect progressive change objectives. Further, explaining the role of the change agent to the employees by ensuring clarity in their expectation and sustaining the change through feedback, effective communication and coordination regarding the effects of the change will occur (Burke, 2017). Lastly, the Lippit’s seven step change theory will allow the author to terminate the helping association of the change agent gradually. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
Change Agents and their Roles
Change agents play crucial roles in managing the change process. As such, the identification of these change agents and clearly outlining their roles becomes an important facet of a change initiative. In the present project, the chief financial officer, as part of the management, will need to support the project. Their role will entail providing resources for the project by convincing the management of the business essence of the change initiative (Jones-Schenk, 2017). Further, a quality improvement adviser will need to participate in the project and their main role will entail convincing the administrative leadership of the impact of the project on quality parameters.
Moreover, the nurse manager will work as a change advocate for the project. The role of the nurse manager as a change advocate will entail showing commitment to the objectives of the project and then influence others to become active (Kodama & Fukahori, 2017). The author will also identify a nurse from the remaining nurses to also act as a change advocate. The role of the nurse will entail convincing other nurses of the essence of the project and communicating the leadership’s objective to them.
Application of the Change Theory to Develop Strategies
The change initiative related to the reduction of nurse turnover rates will occur based on Lewin’s Change Model. The adoption of the change model occurs due to its premise that seeks to influence organizational behavior (Shani & Noumair, 2017). The model will facilitate the acquisition of driving forces that will push the UMTB employees at the medical-surgical unit towards the desired direction by the unit’s leadership. Moreover, the theory will enable the leadership of the unit to determine the potency of the forces leading to a high nurse turnover and prescribe the requisite intervention to halt the same.
The first step of the model entails unfreezing, which encompasses altering the existing behavior so as to achieve equilibrium, conformity, and overcome resistance. During the phase, the unit leadership and change agents will undertake an examination of internal and external factors to support the need for change. Regarding internal factors, parameters such as nurse burnout, enhanced readmission rates, failing quality indicators, and high levels of mortality will convince the leadership of the need to have the change initiative and recruit change advocates from amongst them (Halter et al., 2017), Similarly, the management will need convincing using external parameters such as failing patronage, reduced patient satisfaction statistics, and failing revenues. The presence of information concerning the need for change will lead to the identification of a team that will oversee the improvement of interpersonal relationship through effective communication and other stratagem to improve change within the medical-surgical unit at UMTB. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
The second phase of the change initiative based on Lewin’s model entails the change process. During this phase the change, the presence of effective communication strategies will play a significant role in institution change. The nurse leadership at the unit will adopt an informal communication strategy so as to take advantage of informal social dependencies, paths, and connections to improve interprofessional relationships between leadership and nurses at the medical-surgical unit (Zbieg, Batorski, & Żak, 2016). However, a form of formal communication known as the cascade strategy will also occur wherein nurse managers will train nurse leaders, who will in turn train the nurse advocates, who will pass the information to their peers. The unfreezing process will entail the implementation of the change initiative wherein proper interpersonal relationships starting with interviews will occur.
Overcoming Barriers to Change
The success of the change initiative will depend on the stakeholder support that will exist from the leadership and personnel of the organization. Potential barriers may include lack of support from the leadership and limited financial resources from the administration. Moreover, ineffective communication could also hamper the initiative. To address the challenges, the advocates of change initiatives will lobby for enough funding while they will use data to convince the administration of the necessity for the project (Clayton, 2019). Moreover, formulation of an effective communication strategy to communicate the objectives of the initiative to the leadership and outline the roles of various change agents will overcome the barriers. Monitoring the implementation process will allow the change team wo address unforeseen circumstances and address it in timely fashion and intelligently.
Evaluation Methods
The evaluation methods of the change initiative will focus on the quality parameters and the improvement of the wellbeing of nurses. One of the most significant determinants of the success of the project will entail a reduction of the mortality rates, improved patient satisfaction, and the cost of care per patient. Moreover, other parameters such as the financial position of the unit, the rate of turnover and the nurse to patient ratio after the implementation of the initiative will also demonstrate the effectiveness of the project (Nelson‐Brantley & Ford, 2017). The evaluation of the change initiative will occur based on comparative data before the change initiative and after the implementation of the same. The analysis of the data will reveal whether the project will have succeeded or not based on individual parameters. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
Strategies for Sustaining Change
To sustain change, identification of the threats to the project will become foundational and it will occur using the The National Health Service Sustainability Model. Afterwards, the UTMB will adopt the usage of tools such as such as process control boards, performance board, improvement hurdles, as well as standard work to guarantee change sustainability. Whereas process control and performance board will help the change agents to review the project to the leadership, the standard work will visually communicate to the nurses the best practices supported by the organization as a result of the change initiative (Silver et al., 2016). The improvement hurdles will assess the project through meetings between the leadership and the nurses, which facilitates the improvement of interpersonal relationships.
Overall Effectiveness of Change Plan
The mission statement of the UTMB entails the provision of highest quality patient care. The fact that reduced turnover of nurses will improve quality parameters implies that the change initiative aligns with the mission statement of the facility and its goals. The change initiatives address stakeholder concerns by ensuring that the hospital’s patronage will improve, patient satisfaction will increase and other quality parameters of the facility will also improve. As relates to the community, the improvement of services through improving the nurse to patient ratio will ensure that the people of Texas benefit from quality healthcare as promised by the facility.
References
Burke, W. W. (2017). Organization Change: Theory and Practice. Thousand Oaks, CA : SAGE Publications
Cimiotti, J. P., Li, Y., Sloane, D. M., Barnes, H., Brom, H. M., & Aiken, L. H. (2019). Regulation of the nurse practitioner workforce: Implications for care across settings. Journal of Nursing Regulation, 10(2), 31-37.
Clayton, W. R. (2019). Overcoming barriers impeding nurse activation of rapid response teams. OJIN: The Online Journal of Issues in Nursing, 24(3).
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., … & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The open nursing journal, 11, 108.
Hughes, V. (2017). Leadership strategies to promote nurse retention. Sci J Nurs Pract, 1(1), 1-5.
Jones-Schenk, J. (2017). Fostering personal power during change. The Journal of Continuing Education in Nursing, 48(8), 343-344.
Kodama, Y., & Fukahori, H. (2017). Nurse managers’ attributes to promote change in their wards: A qualitative study. Nursing open, 4(4), 209-217.
Nelson‐Brantley, H. V., & Ford, D. J. (2017). Leading change: a concept analysis. Journal of advanced nursing, 73(4), 834-846.
Scruth, E. A., Garcia, S., & Buchner, L. (2018). Work life quality, healthy work environments, and nurse retention. Clinical Nurse Specialist, 32(3), 111-113.
Shani, A. B., & Noumair, D. A. (2017). Research in organizational change and development: Volume 25. Bingley, UK: Emerald Publishing Limited.
Silver, S. A., McQuillan, R., Harel, Z., Weizman, A. V., Thomas, A., Nesrallah, G., … & Chertow, G. M. (2016). How to sustain change and support continuous quality improvement. Clinical Journal of the American Society of Nephrology, 11(5), 916-924.
Tang, J. H., & Hudson, P. (2019). Evidence-based practice guideline: Nurse retention for nurse managers. Journal of gerontological nursing, 45(11), 11-19.
Tucker, S. J., Gallagher-Ford, L., Baker, M., & Vottero, B. A. (2019). Promoting nurse retention through career development planning. Ajn, American Journal of Nursing, 119(6), 62-66.
Zbieg, A., Batorski, D., & Żak, B. (2016). How to select change agents in organizations? A comparison of the classical and network approaches. Problemy Zarządzania, (4/2016 (64), t. 2), 120-143.
LDR 615 Benchmark Change Initiative: Implementation, Evaluation, and Sustainability
You will utilize your change model for this assignment. Review the feedback submitted by your instructor on your previous change model assignment. The change model that was used in the previous submission was Lewin’s model. Make any changes or modifications necessary for the submission of this assignment.
Evaluate the performance of your organization or department. Identify an area that would significantly benefit from initiating a change. Write a paper (1,500-1,750 words) in which you describe the particular area you propose to address through a change initiative. Include the following for your company:
Discuss the issues in this area and the current outcomes as a result of the issues.
Describe the external and/or internal driving forces, contributing issues, and the people affected.
Evaluate the stakeholders involved and discuss how they will be affected by your change initiative.
Clarify your role and responsibility as a change leader. Discuss the leadership theory (or theories) you will use to guide the change process.
Discuss the change agents you need to recruit in order to successfully implement your change. Describe the roles of these change agents.
Utilize your change model to develop strategies: (a) Explain the relevance of this model to your organization; and (b) Present the strategic aspects using your model. Be sure to clearly define the purpose of each aspect, the people involved, and the actions that need to be taken.
Identify, or predict, the potential barriers to change. Discuss possible ways to overcome these obstacles, including methods for dealing with emerging or unforeseen circumstances that could impede implementation.
Describe the evaluation methods you will use to determine the level of success of your change initiative. Discuss what metrics or measureable determinates you will use.
Propose strategies to anchor change or support continuous change.
Establish how your change plan supports the organizational mission/goal, genuinely addresses stakeholder concerns, and will serve as an equitable contribution for the community or society overall. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
I currently work in Baptist Hospital in maternal-child area.
Resources
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The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read the Introduction and Chapter/Step 5 in The Heart of Change: Real-Life Stories of How People Change Their Organizations
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Transformational Change
Read, “Transformational Change,” by Hannon, from Training Journal (2014).
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=psyh&AN=2004-18411-009&site=ehost-live&scope=site
Integrating Organizational Change Management and Customer Relationship Management in a Casino
Read “Integrating Organizational Change Management and Customer Relationship Management in a Casino,” by Chi Cong Mai, Perry, and
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Evaluating the Success of Strategic Change Against Kotter’s Eight Steps
Read “Evaluating the Success of Strategic Change Against Kotter’s Eight Steps,” by Spencer and Winn, from Planning for Higher
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https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ofs&AN=507948373&site=ehost-live&scope=site
Team-Building and Change Management in Respiratory Care: Description of a Process and Outcomes
Read “Team-Building and Change Management in Respiratory Care: Description of a Process and Outcomes,” by Stoller et al., from
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https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=105031465&site=ehost-live&scope=site
Navigating Change
Read “Navigating Change,” by Bisoux, from BizEd (2015).
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ehh&AN=100345843&site=ehost-live&scope=site
Mastering the Art of Change
Read “Mastering the Art of Change,” by Blanchard, from Training Journal (2010).
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=47573877&site=ehost-live&scope=site
The Meaning and Measurement of Implementation Climate
Read “The Meaning and Measurement of Implementation Climate,” by Weiner et al., from Implementation Science (2011).
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Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability – Rubric
The Need for Change
25 points
Criteria Description
The Need for Change
5. Excellent
25 points
The need for change including specifying the issue and the current outcomes resulting from the issue is discussed, including all necessary elements.
4. Good
21.75 points
The need for change including specifying the issue and the current outcomes resulting from the issue is thoroughly discussed with rich detail, including all necessary elements.
3. Satisfactory
19.75 points
The need for change including specifying the issue and the current outcomes resulting from the issue is included, but discussion is cursory and lacking in depth.
2. Less than Satisfactory
18.5 points
The need for change including specifying the issue and the current outcomes resulting from the issue is discussed, but discussion is incomplete or inaccurate.
1. Unsatisfactory
0 points
The need for change including specifying the issue and the current outcomes resulting from the issue is not discussed.
Driving Forces
12.5 points
Criteria Description
Driving Forces
5. Excellent
12.5 points
Description of internal and/or external driving forces, contributing issues, and people affected is included, but discussion is cursory and lacking in depth. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
4. Good
10.88 points
Description of internal and/or external driving forces, contributing issues, and people affected is discussed, including all necessary elements.
3. Satisfactory
9.88 points
Description of internal and/or external driving forces, contributing issues, and people affected is thoroughly discussed with rich detail, including all necessary elements.
2. Less than Satisfactory
9.25 points
Description of internal and/or external driving forces, contributing issues, and people affected is incomplete or inaccurate.
1. Unsatisfactory
0 points
Description of internal and/or external driving forces, contributing issues, and people affected is not included.
Stakeholder Evaluation
12.5 points
Criteria Description
Stakeholder Evaluation
5. Excellent
12.5 points
Evaluation of stakeholders and how they will be affected by the change initiative is thoroughly discussed with rich detail, including all necessary elements. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
4. Good
10.88 points
Evaluation of stakeholders and how they will be affected by the change initiative is incomplete or inaccurate.
3. Satisfactory
9.88 points
Evaluation of stakeholders and how they will be affected by the change initiative is discussed, including all necessary elements.
2. Less than Satisfactory
9.25 points
Evaluation of stakeholders and how they will be affected by the change initiative is not included.
1. Unsatisfactory
0 points
Evaluation of stakeholders and how they will be affected by the change initiative is included, but discussion is cursory and lacking in depth.
The Role of the Leader in the Change Initiative
25 points
Criteria Description
The Role of the Leader in the Change Initiative
5. Excellent
25 points
The role of the leader in the change initiative is thoroughly presented with rich detail and includes discussion of all necessary elements.
4. Good
21.75 points
The role of the leader in the change initiative is presented and includes discussion of all necessary elements.
3. Satisfactory
19.75 points
The role of the leader in the change initiative is present, but it is incomplete or inaccurate.
2. Less than Satisfactory
18.5 points
The role of the leader in the change initiative is presented, but it is cursory and lacking in depth.
1. Unsatisfactory
0 points
The role of the leader in the change initiative is not addressed.
Change Agents and Roles
25 points
Criteria Description
Change Agents and Roles
5. Excellent
25 points
Discussion of necessary change agents and their respective roles in implementing change is thoroughly discussed with rich detail, including all necessary elements. Benchmark Assignment- Change Initiative Implementation, Evaluation, and Sustainability
4. Good
21.75 points
Discussion of necessary change agents and their respective roles in implementing change is included, but discussion is cursory and lacking in depth.
3. Satisfactory
19.75 points
Discussion of necessary change agents and their respective roles in implementing change is discussed, including all necessary elements.
2. Less than Satisfactory
18.5 points
Discussion of necessary change agents and their respective roles in implementing change is incomplete or inaccurate.
1. Unsatisfactory
0 points
Discussion of necessary change agents and their respective roles in implementing change is not included.
Application of the Change Model to Develop Strategies (B)
25 points
Criteria Description
Application of the Change Model to Develop Strategies Develop strategy for implementing and managing change within an organization. (C 3.5, 6.5)
5. Excellent
25 points
The change model is thoroughly applied and the resulting strategies include all necessary elements.
4. Good
21.75 points
The change model is thoroughly applied with rich detail and the resulting strategies include all necessary elements.
3. Satisfactory
19.75 points
The change model is applied, but the resulting strategies are cursory and lacking in depth.
2. Less than Satisfactory
18.5 points
The change model is applied, but the resulting strategies are incomplete or inaccurate.
1. Unsatisfactory
0 points
The change model is not applied to develop strategies.
Overcoming Barriers to Change (B)
25 points
Criteria Description
Overcoming Barriers to Change Demonstrate flexibility and adaptability in response to changing or unknown circumstances. (C 1.5)
5. Excellent
25 points
Overcoming barriers to change is thoroughly presented with rich detail and includes discussion of all necessary elements.
4. Good
21.75 points
Overcoming barriers to change is presented and includes discussion of all necessary elements.
3. Satisfactory
19.75 points
Overcoming barriers to change is presented, but it is cursory and lacking in depth.
2. Less than Satisfactory
18.5 points
Overcoming barriers to change is presented, but it is incomplete or inaccurate.
1. Unsatisfactory
0 points
Overcoming barriers to change is not addressed.
Evaluation Methods
25 points
Criteria Description
Evaluation Methods
5. Excellent
25 points
Evaluation methods for determining the success of the change initiative are extremely thorough with specific metrics or measurable determinants clearly defined and numerous relevant details.
4. Good
21.75 points
Evaluation methods for determining the success of the change initiative are complete and include specific metrics or measurable determinants and relevant details.
3. Satisfactory
19.75 points
Evaluation methods for determining the success of the change initiative are included but lack specific metrics or measurable determinants and relevant details.
2. Less than Satisfactory
18.5 points
Evaluation methods for determining the success of the change initiative are incomplete or inaccurate.
1. Unsatisfactory
0 points
Evaluation methods for determining the success of the change initiative are not included.
Strategies for Sustaining Change
12.5 points
Criteria Description
Strategies for Sustaining Change
5. Excellent
12.5 points
Strategies for sustaining change are thoroughly presented with rich detail and include discussion of all necessary elements.
4. Good
10.88 points
Strategies for sustaining change are complete and include discussion of all necessary elements.
3. Satisfactory
9.88 points
Strategies for sustaining change are presented, but discussion is cursory and lacking in depth.
2. Less than Satisfactory
9.25 points
Strategies for sustaining change are incomplete or inaccurate.
1. Unsatisfactory
0 points
Strategies for sustaining change are not addressed.
Overall Effectiveness of Change Plan
12.5 points
Criteria Description
Overall Effectiveness of Change Plan
5. Excellent
12.5 points
Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is thoroughly presented with rich detail and includes discussion of all necessary elements.
4. Good
10.88 points
Discussion of how the change plan supports the
