Leadership and Strategic Plan: Diabetes Screening
Final Project: Leadership and Strategy Plan
For this Final Project, you select a pressing health problem affecting a community and develop a leadership and strategy plan for addressing the problem. You link this problem to a corresponding Healthy People 2020 objective(s).
Scenario
You are a new Health Program Planner recently hired by the Lake Troubled Shallows Department in Minnesota. Prior to your arrival, a comprehensive community health needs assessment was conducted by the Health Department. Based on the assessment, the following top five community health needs were identified.
•Heart disease and stroke prevention
•Diabetes screening
• Physical activity
•Maternal, infant and child health monitoring and treatment
•Mental health and mental disorders screening and treatment
The executive director of the Lake Troubled Shallows Health Department has tasked you with targeting one of the aforementioned community health needs as a top priority during your first year. The director has asked you to develop a leadership and strategy plan to address your identified community health need.
As part of the pre-planning stage of developing your leadership and strategy plan, first select and match one the Healthy People 2020 objectives to one of the top five needs identified by the Health Department.
For instance, if you choose “physical activity,” review the various physical activity objectives under the general Healthy People 2020 Objectives. Then, select a specific, measurable sub-objective.
You will need to review the current national data on your chosen objective.
Next, for purposes of this assignment, you should assume that the health status of individuals residing in Lake Troubled Shallows is representative of the overall health status of individuals living within Minnesota. You can go to the Minnesota State Health Department’s website to find additional data on state level progress and resources to support your leadership and strategy plan at:
http://www.health.state.mn.us/healthymnpartnership/hm2020/#fw
Lake Troubled Shallows Health Department’s Vision, Mission, and Guiding Principles:
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Vision:
Healthy People Living in Healthy Communities
Mission:
To promote and protect health while preventing disease
Guiding Principles:
•Evidence-based practices
•Collaboration and communication with community members and partners
•Education and outreach
•Empowering people to make healthy choices
You have been given an initial program startup budget of $250,000 (including your salary and benefits) to aid you with initial program planning and implementation. (Note: you will develop an annual operating budget in the Assignment.).
The Executive Director of the Lake Troubled Shallows Health Department has asked that you submit a “Leadership and Strategy” plan to her within the next 2–3 months. The next section contains the required components of the plan that you must submit to her.
Assignment Instructions
Once you have completed background research and identified a community health
need, you develop a leadership and strategy plan to address it.
Paper Format:
13-to 15-page paper (not including title page), APA format
Leadership and Strategy Plan
• Executive Summary (1 page)
• Table of Contents (1 page)
• Manuscript (see components list below)
The manuscript section of your Final Project will need to address the following components:
• Introduction (1–2 pages):
Select a problem from one of the five problems identified in the Background (Scenario) and match it to one Healthy People 2020 objective (sub-objectives that are measurable). Describe the rationale for selection of this problem and the magnitude of the problem (e.g., incidence, prevalence, impact on communities and society).
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• Strategic Plan (2 pages plus SWOT analysis worksheet, revised from Week 7):
Use the SWOT analysis template completed in Week 7 as a starting point for this section. (You will include your completed template in the appendices of this Final Project.) For this Final Project, address the following based on your SWOT analysis:
o Identify any connections between listed items in the quadrants (i.e., is there an opportunity that can be taken advantage of to address a particular threat or weakness?).
o Propose strategies to maintain, enhance or leverage potential strengths (e.g., make appropriate assumptions about internal strengths of the Health Department).
o Propose strategies to minimize weaknesses (e.g., make appropriate assumptions about internal weaknesses of the Health Department).
o Propose options for leveraging or taking advantage of opportunities.
o Explain the potential impact of threat/challenges and what you should do to address or prepare for the threat.
o Explain potential strategic issues that the health department may need to address.
•Program Description (2 pages):
o Review the evidence for a program intervention—ideally, this will be quality, evidence-based public health information demonstrating best practices from peer-reviewed literature. Find at least three sources of evidence, preferably peer-reviewed.
o Briefly describe the hypothetical program to address your chosen community health problem. Based on your SWOT Analysis, include 3–5 specific and measurable program objectives that you hope to accomplish within 1 year (Refer to SMART Objectives Template as a guide for developing appropriate program objectives).
• Leadership Challenges (2 pages):
(Refer to Weeks 1 and 2 Learning Resources.) Describe and explain the leadership approach you will take to execute your plan. Include the leadership style(s) you will employ and the leadership skills necessary to be effective including emotional intelligence and cultural competence.
• Ethical Implications (0.5–1 page):
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(Refer to Week 3 Learning Resources.) Describe anticipated ethical issues or concerns of your leadership and strategy plan. What are some of the challenges anticipated?
• Engaging Communities and Building Constituencies (1.5–2 pages):
(Refer to Week 4 Learning Resources.) Describe how you will engage community partners and key stakeholders. Describe key partners and stakeholders and the level of engagement needed. Discuss anticipated conflict resolution and negotiation skills that will be required.
• Budgeting, Financing, and Human Resources (1–1.5 pages): (Refer to Weeks 5 & 6 Learning Resources.)
You have been given a budget of $250,000 in initial start-up funds, which includes your salary and benefits. You must develop an annual operating budget (in addition to the $250,000 start-up funding).
o Explain the funding issues related to your Final Project community health problem. Include such characteristics as whether these issues are long-or short-term, how urgent they are, and which stakeholders might be most affected. Identify in your budget any additional staff that you will need to hire, including a brief description of their roles and responsibilities.
o Complete the blank budget worksheet provided (similar to the one you completed in Week 5) indicating the funding opportunities and costs related to the chosen project.
o Based on your research, as well as the information included in the budget worksheet, recommend some potential funding sources (including grant funding) and explain why you recommend them. In your explanation, include variations in funding and how these variations influenced your decision making. You are expected to search various funding sources such as community-level grants, state funding, nonprofit associations, etc.
• Performance Management & Health Informatics (2 pages):
o (Refer to Weeks 8 and 9 Learning Resources.) Based on your SWOT Analysis, include 3–5 specific and measurable process objectives that you hope to accomplish within 1 year. (Refer to SMART Objectives Template as a guide for developing appropriate program objectives.)
o Explain how you will measure the objectives identified in your program description to determine if you have reached them. Include a description of how you will get the data with which to evaluate your objectives. Remember the need to be realistic in your use of data sources and, wherever possible, aim to use data that are being collected by others (e.g., BRFSS -Behavioral Risk Factor Surveillance System, America’s
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Health Rankings report -State Health Statistics at
AmericasHealthRankings.org).
• Reference List (minimum of 8–10 credible references; e.g., peer-reviewed, governmental websites)
• Appendices
The appendices will include completed versions of additional documents required to complete this Assignment:
o SWOT Analysis Template (including SMART Objectives Template)
o Excel Budget Worksheet
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Diabetes is an issue of public health concern in Minnesota in the United States. Diabetes prevalence rates have doubled in the last few years, even with the development of the community programs underway (Kiefer, 2015). Diabetes afflicts individuals across various classes, ranging from students to the wealthier in society. It also affects individuals across races.
The Minnesota leadership and strategic plan aims at managing diabetes through screening programs that would help reduce the rates of new cases of the disease. Many efforts have been made by the DAC (Diabetic Advisory Council) since 2011 to 2015 to address the problem of diabetes in most states, including Minnesota. The strategies in the plan aim to eradicate the impact of diabetes in the community through a community needs assessment (Kiefer, 2015).
With an initial budget of $250,000, I would create an annual budget plan that would be inclusive of my benefits and salary plus the cash for employment of the community workers to help in data collections and follow-up. The description of the program would be based on the available strategies to challenge the conditions of health in the community (Bullard, 2015). The program would therefore run despite the ethical issues concerned with community entry.
The use of SWOT analysis has proven critical to help in the
categorization of the program into a plan that would easily be adopted by
anyone. By 2020, it is definite the program would be up and running at
Minnesota and other parts of the United States. The outcomes of the project are
therefore expected to cover a wide scope and enhance reliability (Bullard, 2015).
Hypothetical Program to address Diabetes. 9
Engaging Communities and Building Constituencies. 13
Budgeting, Financing, and Human Resource. 14
Performance Management and Health Informatics. 15
Appendix 2: Excel Budget Worksheet 19
The Diabetes Screening is one of the critical community health needs in Minnesota. One of the objectives of the Healthy People 2020 program is to reduce the number of new cases of diabetic patients diagnosed in the population (Buckley, 2012). According to the baseline report from the national Health Interview Survey (NHIS), over the past 12 months, the new cases of diabetes reported per 1000 population were 8.0 for individuals within the age range of 18 to 84 years. The reports were obtained from the 2006 to 2008, where the age was adjusted to the standard population of the year 2000. The study targeted individuals between 18-24, and uncovered 7.2 new cases per 1000 of the population. The method for setting the target reported a 10% improvement (America Diabetes Association, 2015).
The new cases of diabetes as from 2008 to 2014 decreased from 8.5 to 6.7. due to this decrease, there was therefore a decrease in the desired scale (Sharpe, 2015). The incidence rate for diabetes disease among those aged eighteen to eighty-four was 82.5%. The objectives of 2020 considered a range of disparities including disparities by sex, education, income, and disability (America Diabetes Association, 2015). Prevalence rates varied from one year to the other due to the continuous decrease in the targets standards of the diabetes disease. The screening program therefore targeted the population that was at risk of getting the diabetes disease as a result of the lifestyles of the age group (Buckley, 2012). The chart for the targeted population since 1999 to 2014 is as shown below;
Figure 1: The Chart on the New Cases of Diabetes from 1999 to 2014
The screening of diabetes would have a positive impact on the Minnesota communities. A decrease in the rate of new cases, which is desirable (Rasmussen, 2016), would signify variations in the changes that take place. The program would aid the communities to develop healthy lifestyles that reduce their chances of becoming diabetic (Demo, 2015). The entire community and society of Minnesota will therefore benefit from the program, since the people there will receive suggestions on healthy measures would be suggested for adoption and, this would reduce the cases of diabetes. The creation of awareness in the community and encouragement to adopt changes would further serve to reduce the problem of diabetes. (America Diabetes Association, 2015).
The strategic plan would be based on the outcomes of the SWOT analysis as shown below;
| Strengths Leadership Support from the Health departments Well-established electronic system for medical records Availability of established guidelines on diabetes Proper Co-ordination of patient care | Weaknesses Lack of support services at the community-based out-patient clinic The lack of direct accessibility to the EMR Remoteness and isolation of the community-based outpatient clinics for diabetics No capabilities to access the previous recommendations from patients’ records |
| Opportunities Improvement in the outcomes of diabetes Systematically organized method of assessment and screening Self-management of the diabetes care | Threats Resistance by the National service to adopt the structure Resistance to adopt the set services and methods by NHS |
The strengths identified in the quadrant could be used to leverage the opportunities in the market. Moreover, the strength can also be used to mitigate weaknesses and repulse threats. The above SWOT analysis can be applied to the diabetes heath sector in Minnesota. The opportunity for self-management at the diabetes care would enhance the ability to access the information on the patients from the previous visits. Where there is the proper-coordination of patient care, the resistance by the NHS to adopt the services is reduced significantly (Demo, 2015). Additionally, the improvement of the diabetes outcomes may increase the accessibility to the community-based support services.
The internal strengths of the Health Department would be maintained through strategies such as continuous assessment of the outcomes and the coordination of services by the heads of the diabetes health departments (Buckley, 2012). The medical electronic system would be enhanced through the correction of the errors that could threaten the conditions of the system, and improved through proper alignment of the services in all the sectors to enhance changes at all levels. The potential strengths such as the co-ordination of patient care would be maintained by utilization of the services in recommendable ways to help improve on the system of management.
The minimization of weaknesses is key. Support from the community-based services to help in the running of the necessary services in the community to create awareness on diabetes and the management strategies, ought to be sought (Bullard, 2015). The internal strengths of the health department would be enhanced by motivating the service providers to help in the identification of the necessary services that would help to develop records on diabetes changes in the community (America Diabetes Association, 2015). The isolation of the outpatient clinics for diabetics is dangerous as it exposes these people to great challenges, which require the care of the external sources. It is therefore critical for the management to ensure that all the internal weaknesses of the health departments are addressed appropriately.
Some threats could impact negatively on the development and improvements being pursued by the diabetes health department. A refusal by the NHS department to adopt the proposed changes would place the community at a serious level of lack of change development, and increase the number of the patients lacking the necessary services for change. To prepare for the threats, it is imperative that the challenges are addressed at their source (Demo, 2015). Additionally, the health department ought to address some potential strategic issues, such as the lack of procedures for the adoption of the program into the national system to facilitate the proper development of services to take effect (Kiefer, 2015). Therefore, in order to address the diabetes status in Minnesota in the correct ways, there is a need to adhere to proper management and to the development of the right strategies.
Screening programs for diabetes have been reported by several reliable WHO sources, to be effective towards the control of new cases of the disease. As an intervention program, there exist several approaches for diabetes screening, including; opportunistic screening, selective targeted screening, and screening the entire population (America Diabetes Association, 2015). According to WHO, a diabetes screening that was conducted in healthcare facilities in California health centers demonstrated the effectiveness of these controls for the disease. The targets of this study were individuals who are between 25 and 80 years of age who were prone lifestyle diseases. The screening program was evaluated by assessing its sensitivity and specificity (World Health Organization, 2015).
From the reports, new cases of the disease increased from one case reported in the previous year to eight cases in the current year. The validity and reliability of the results were also tested and the outcomes compared to the WHO standards for correctness and reduction of errors. The findings of the screening program indicated that the tests were valid, reliable and reproductive. One of the tests performed on the selected population was the plasma glucose test, which revealed an average sensitivity of between 40% and 65%, whereas its specificity was greater than 90% (Bullard, 2015).
According to the ADA and the WHO, the recommended normal cutoff points for the diagnosed diabetics are usually 5.5 mmol while the abnormal one is 6.1 mmol. Although sources indicated the cutoff point to range from 6.1 to 7.8mmols, such criterion ought to be followed to ensure the compliance levels are adhered to (World Health Organization, 2015). The changes have been discovered to originate from those diagnostic sources of diabetes that work with a doctor. Whereas certain performance levels are better than other, the screening program has indicated a positive correspondence to recommendable diet of the diabetic persons.
According to the NHS (National Health Service), diabetes screening is conducted on patients who are aged between 40 and 74 years old. Some health conditions such as stroke and type 2 diabetes take advantage of the opportunity brought about by diabetes to root themselves to the human bodies as opportunistic diseases. The intervention programs for the management of diabetes are therefore critical and ought to consider many factors that would help in a reduction in the incidence rates. Most of the cases that help the government increase the means to handle development would be handled in the right ways through the right procedures for changes to be felt (World Health Organization, 2015).
Hypothetical Program to address Diabetes
Risk-reduction programs are essential in the reduction of the cases of diabetes at the Minnesota Community. An internet-based survey was conducted to determine the essence of the program. The findings indicated positive responses from the community to adopt the program. The program entailed healthy eating habits that would reduce the chances of getting overweight. It also included regular exercises to help burn unnecessary fats in the bodies of individuals. Several diabetic patients and potential diabetics are willing to pay for the program’s costs, because it enables them to cut down the necessary fats as much as possible (Bullard, 2015). Diabetes screening tools would be used regularly to ensure all the patients who pass through the program improve their condition drastically.
To improve on the outcomes of diabetes, the objectives of the program ought to be specific and measurable. The goals ought to be simple and clear such as ensuring that healthy eating habits are practiced. Patients under the program would also be monitored. Risk reduction is essential, as it enables the program to run without any depletion of the necessary requirements in the management of challenges. Appropriate problem-solving techniques ought to be identified and analyzed, to facilitate the introduction of the necessary means that would allow the processes to change in effective ways (World Health Organization, 2015). The goals, therefore, ought to be simple, and the achievement of the same ought to be pursued as early as possible.
To execute the plan, I would apply critical leadership approaches such as motivation and influence. I would ensure that the entire population participates actively in the diabetes care program. Such measures would help me in promoting collaborations and empowerment, to help the communities adopt the credibility changes that would reduce the cases of diabetes to zero levels. The safety and the quality of the diabetes care would be upgraded to ensure it is in line with the development issues that would increase credibility levels in the community (Buckley, 2012).
Other developments in place include emotional intelligence and cultural competence, where I would use my leadership skills to ensure that people cooperate in the reduction of the cases of diabetes, through healthy lifestyles and regular exercises. I would also apply various strategies to facilitate the development of the necessary changes, and to reduce the occurrences of new cases of the disease in the community (Bullard, 2015). Training programs would, therefore, be given a priority to ensure the people in the community are able to communicate and to articulate issues that affect their health in an effective manner.
Intervention techniques would also be used in the assessment of the community needs, to increase the levels of change, and to ensure the community is able to adopt the various measures identified, so as to help increase the developments for better health. The motivation of the community is/would be fundamental in ensuring that every individual in the society is actively engaged in the assessment of the needs in place (Demo, 2015). The diabetes risks would, therefore, be drastically reduced, following the advances and changes in the development of the opportunities. For these reasons, it therefore becomes critical to ensure that the entire community is involved in the changes that are to be realized in the community (Bullard, 2015).
The motivational approach of leadership would facilitate the attraction of a large number of people in the community, who would help in the assessment of the various developments necessary to achieve the realization of change in the community. Cultural competence would also be an essential factor, as it would highlight my attention to the assessment of the community needs to help increase the reliability of the developments in place. The effectiveness of the changes is, therefore, essential, as it would enhance the proper development of the right channels for a discussion on critical issues within the community. It would also enable the development of the right changes in the health of the community (Kiefer, 2015).
Other leadership approaches that I would apply entail the use of emotional intelligence to influence the emotions of the people, and incline them towards change. I would ensure I interact with the community heads to learn the needs of the people and how they could best be addressed quickly (Porter, 2016). The influence that the community would have includes that of the various developments that would ensure observable changes are achieved at all times. The pre-diabetics would be enrolled in the healthy-lifestyles program, to ensure that they are always healthy and that they keep from the causes of diabetes. Additionally, I would involve all the community stakeholders and leaders such as the PTA members, committee members and other heads, to ensure that the message is well received by all members of the community.
The leadership and strategic plan is bound to face ethical issues. Community entry may exhibit challenges, whereby the community heads may be reluctant in allowing entry into the community, for the fear of exposing the health statuses of the community members. The leaders in the Minnesota community may not be able to comprehend, or may not be convinced about my intention to change the health status of the people (Misra, 2016). The difficulty in community entry may be experienced at various levels, due to the challenges in place. While the community ought to be accessed through leaders, such leaders may not be willing to allow such access without monitoring, and hence the activity may be interfered with (Kiefer, 2015).
Another challenge associated with addressing the needs of the community, is slow response rates by both the community and the health departments in Minnesota. It would be difficult to convince the community members to address the issues at hand without having to go through the necessary means that would challenge the society into a better future for its people. It may, therefore, be difficult to empower the people to make healthy choices as a result of the community needs challenges (Kiefer, 2015). Therefore, ethical issues are a hindrance to the development of the community, as they reduce the need essentials for meeting its needs.
Engaging Communities and Building Constituencies
All the community key stakeholders and the partners would be involved in the leadership program. The community heads would be engaged in influencing the community members to turn up for the screening program through announcements. Key partners in the community such as the business holders and the heads of institutions and colleges would take part in decision making process, where they would be involved in the assessment of the challenges that affect the community’s participation in health programs (Demo, 2015). Additionally, such stakeholders would comprise a group of youths who would educate the community on the screening programs that would run in their regions.
The participation of community owners would be required to assess the developments of the essential challenges in place, to help deal with the advances that require communal changes in the entire country. It would also be essential to engage all the politicians at their levels of capacity in raising funds. These funds would be used to facilitate an increase in the number of people seeking screening programs, and attending treatment and management in case they are discovered to be affected by the condition. It would also be imperative to have the negotiation skills necessary to put in place the proper means, as this would allow the society to challenge the conditions effectively.
Negotiation skills and anticipated conflict resolution, additionally, would be necessary to engage all the stakeholders in the assessment of the various challenges and means of development in the community. Discussions on the essential factors that would enhance the participation of the community members and their outcomes would be an added advantage for the development of challenges (Kiefer, 2015). The process of resolving conflicts would also be included in the assessment process to ensure greater changes are made in the health of the community members (Maples, 2015). Additionally, the use of incentives would be applied to increase the levels of motivation of the community members.
Budgeting, Financing, and Human Resource
The annual operating budget for the leadership and strategy plan would be $250, 000. With the initial funds being inclusive of my benefits and salary, it is likely that funding issues will be experienced during the implementation of the program (Demo, 2015). The disbursement of funds to the various sectors ranging from community health workers to the acquisition of monitoring and evaluation programmers would be costly. Consequently, the available funds may be depleted before the achievement of the critical goals.
Both short-term and long-term issues would be experienced. Long-term issues would include the distortion of future programs, thereby hindering them from running smoothly in the community, and the poor assessment of the challenges incurred in management of funds. Some corrupt stakeholders may use the provided funds wrongly leading to the low achievement of the project’s goals. I would need to hire community health workers to mobilize the community members to attend the screening exercise and to be very attentive during the awareness session, to embrace new changes that would enhance an increase in their knowledge on diabetes.
*Budget Work Sheet (Missing)
There are potential funding sources and grants that would work well for the screening program project. Some of the funders I would consider include the World Bank, International Funding Groups, and state funding. I would recommend the three because of their reliability and the confidence they offer to their beneficiaries. The sources are also reliable for the huge funds they offer. This makes it highly plausible that the project would be completed within the stipulated time, without the depletion of the funds (Kiefer, 2015).
Some of the findings vary from one point to the other. Whereas some sources of funds may be reliable and promise eternity, other sources face numerous challenges (Porter, 2016). Community-level grants may not be able to tackle the problem of insufficient funding, but would need to employ better ways of dealing with issues at hand. The state funding is highly recommended for its ease of access and its ability to last for long without getting depleted. It is recommended, therefore, that funding be obtained from reliable sources, to increase the odds of the project getting done as quickly as possible (Bullard, 2015).
Performance Management and Health Informatics
The measurable and specific process objectives that I would like to accomplish in year one include; the improvement of the outcomes of diabetes and the management of the healthcare programs in the right asset. Various developments for change would also be established, whereby the essential means through which the development is achieved would be through the assessment of change and the establishment of the essential projects that would see the entire community achieve the necessary changes for development.
I would improve diabetes outcomes by exposing individuals to
healthy eating habits, and determining the influences this would have on the
community at large. Additionally, I would measure the management of healthcare
programs, where all the necessary developments would be included in the
assessment of the various means through which the society could change its
developments. I would collect data from the community, through the community
health workers by assessing the various changes that are required to enable the
attainment of the desired health status in the community. Finally, I would compare
my data to those of the State Health Statistics, and the Behavioral Risk Factor
Surveillance System (BRFSS).
American Diabetes Association. (2015). 2. Classification and diagnosis of diabetes. Diabetes Care, 38(Supplement 1), S8-S16.
Buckley, B. S., Harreiter, J., Damm, P., Corcoy, R., Chico, A., Simmons, D., … & Dunne, F. (2012). Gestational diabetes mellitus in Europe: prevalence, current screening practice and barriers to screening. A review. Diabetic medicine, 29(7), 844-854.
Bullard, K. M., Ali, M. K., Imperatore, G., Geiss, L. S., Saydah, S. H., Albu, J. B., … & Gregg, E. W. (2015). Receipt of Glucose Testing and Performance of Two US Diabetes Screening Guidelines, 2007–2012. PloS one, 10(4), e0125249.
Demo, D. H., Fry, D., Devine, N., & Butler, A. (2015). A Call for Action: Advocating for Increased Funding for the Allied Health Professions ASAHP Leadership Development Program. Journal of allied health, 44(1), 57-62.
Kiefer, M. M., Silverman, J. B., Young, B. A., & Nelson, K. M. (2015). National patterns in diabetes screening: data from the National Health and Nutrition Examination Survey (NHANES) 2005–2012. Journal of general internal medicine, 30(5), 612-618.
Maples, S., Aldasouqi, S., Little, R., Baughman, H., Joshi, M., & Salhi, R. (2015). Detection of Undiagnosed Prediabetes and Diabetes in Dental Patients: A Proposal of a Dental-Office-Friendly Diabetes Screening Tool. Journal of Diabetes Mellitus, 6(01), 25.
Misra, R., Fitch, C., Roberts, D., & Wright, D. (2016). Community-Based Diabetes Screening and Risk Assessment in Rural West Virginia. Journal of Diabetes Research, 2016.
Porter, N. R., Eberth, J. M., Samson, M. E., Garcia-Dominic, O., Lengerich, E. J., & Schootman, M. (2016). Peer Reviewed: Diabetes Status and Being Up-to-Date on Colorectal Cancer Screening, 2012 Behavioral Risk Factor Surveillance System. Preventing chronic disease, 13.
Rasmussen, S. S., Johansen, N. B., Witte, D. R., Borch-Johnsen, K., Sandbaek, A., Lauritzen, T., & Jørgensen, M. E. (2016). Incidence of register-based diabetes 10 years after a stepwise diabetes screening programme: the ADDITION-Denmark study. Diabetologia, 59(5), 989-997.
Sharpe Jr, R. E., Mehta, T. S., Eisenberg, R. L., & Kruskal, J. B. (2015). Strategic planning and radiology practice management in the new health care environment. RadioGraphics, 35(1), 239- 253.
World Health
Organization. (2015). WHO’s six-year strategic plan to minimize the health
impact of emergencies and disasters: 2014-2019.
| Strengths Leadership Support from the Health departments Well-established electronic system for medical records Availability of established guidelines on diabetes Proper Co-ordination of patient care | Weaknesses Lack of support services at the community-based out-patient clinic The lack of direct accessibility to the EMR Remoteness and isolation of the community-based outpatient clinics for diabetics No capabilities to access the previous recommendations from patients’ records |
| Opportunities Improvement in the outcomes of diabetes Systematically organized method of assessment and screening Self-management of the diabetes care | Threats Resistance by the National service to adopt the structure Resistance to adopt the set services and methods by NHS |