topic statement – STAFFING SHORTAGE IN RADILOGY DEPARTMENT OF ST. MARY HOSPITAL I need more than 70 percentage in this assignment if possible more. We did report 1 ourself and we got 58 percentage. we are 5 group members so you have to make communication plan as well from the instructions. I also shared rubrics of report 2 and instructions and i gave report 1 feedback and topic statement of our assignment as well
STAFFING SHORTAGE
IN RADILOGY
DEPARTMENT OF ST.
MARY HOSPITAL
GROUP – 2
1
2
GROUP – 2
We would like to extend our heartfelt gratitude and appreciation to
everyone who helped the team finish this report successfully. This
accomplishment would not have been achieved without the
devotion and teamwork of every team member.
TEAM
Komal lal -8816420
Need Assessment
Priyanshi jani – 8815068
Project Charter
Manbir Kaur-8803585
Vision Framework
Riya Gadaria – 8820051
Project Budget & Gantt chart
Priya Jogani – 8820228
Case study
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Table of Contents
Needs Assessment ………………………………………………………………………………………………………………….. 6
Project Charter …………………………………………………………………………………………………………………….. 14
1.1
Project Problem ……………………………………………………………………………………………………… 14
1.2
Project Goals …………………………………………………………………………………………………………. 14
1.3
Objectives……………………………………………………………………………………………………………… 15
1.3.1
Proposed Solution …………………………………………………………………………………………… 15
1.3.2
Expected Outcome ………………………………………………………………………………………….. 15
1.3.3
Risks/Barriers …………………………………………………………………………………………………. 16
1.4
Scope ……………………………………………………………………………………………………………………. 16
1.4.1
In Scope …………………………………………………………………………………………………………. 16
1.4.2
Out of Scope …………………………………………………………………………………………………… 17
1.4.3
Schedule ………………………………………………………………………………………………………… 17
1.5
Stakeholder Analysis …………………………………………………………………………………………… 17
Reference…………………………………………………………………………………………………………………………….. 22
Vision Framework ………………………………………………………………………………………………………………… 23
1.1
Introduction …………………………………………………………………………………………………………… 23
1.2
Vision …………………………………………………………………………………………………………………… 23
1.3
Mission …………………………………………………………………………………………………………………. 23
1.4
Critical success factors ……………………………………………………………………………………………. 24
1.5
Key performance indicators (KPIs)…………………………………………………………………………… 26
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1.6
Resources ……………………………………………………………………………………………………………… 28
1.7
Core Processes ………………………………………………………………………………………………………. 28
Conclusion ………………………………………………………………………………………………………………………. 28
Reference…………………………………………………………………………………………………………………………. 30
Gantt chart …………………………………………………………………………………………………………………………… 31
1.1 Project Budget …………………………………………………………………………………………………………….. 34
1.2 Revenue ……………………………………………………………………………………………………………………… 34
1.3 Expenses…………………………………………………………………………………………………………………….. 34
Reference…………………………………………………………………………………………………………………………. 41
Case study …………………………………………………………………………………………………………………………… 43
1.1 Case Study 1……………………………………………………………………………………………………………….. 42
1.2 Case Study 2……………………………………………………………………………………………………………….. 45
Reference…………………………………………………………………………………………………………………………. 46
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EXECUTIVE SUMMARY
St. Mary Hospital’s radiography department currently has a serious staffing
shortage. Since the previous pandemic, there has been a growth in the demand for
radiographic services, but it is becoming increasingly difficult to locate qualified
technologists and sonographers. Patients now have to wait longer since there is a
lack, especially those who require urgent diagnostic imaging. The current crew is
overworked, which increases stress and might lead to burnout. The extended wait
times for diagnostic imaging services brought on by a shortage of skilled radiographers
and support staff have influenced the provision of patient care.
We are integrating technology, establishing recruiting and retention initiatives,
and encouraging collaboration to address this issue. In addition to improving patient
outcomes, addressing this issue would help St. Mary Hospital and the local healthcare
system succeed as a whole.
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Needs Assessment
Introduction to the issue
The needs assessment revolves around the staffing shortage in the
radiographic department, at St. Mary’s Hospital in Ontario leading to delayed patient
care in the Kitchener Waterloo region. The need for more qualified radiographers and
support staff has increased waiting times for diagnostic imaging services, adversely
affecting patient care delivery.
Impact And Prevalence
The issue of staffing shortage in the radiographic department has a significant
impact on both healthcare providers and patients. It directly affects the quality and
timeliness of patient care, leading to increased waiting times for diagnostic imaging
procedures and potential delays in diagnosis and treatment. The pandemic’s most
recent wave has created additional difficulties in gaining and hiring registered
technologists and sonographers. Critical shortage levels have been reached at the
hospital, necessitating a capacity decrease for some outpatient facilities. The impact of
this issue extends to the entire Kitchener-Waterloo region, affecting patients who
require radiographic services for various medical conditions.
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Severity
The severity of the staffing shortage is of great concern. The delays in patient
care caused by the shortage could compromise the overall healthcare outcomes of
individuals requiring timely radiographic services. Additionally, the strain on the
existing radiographic staff can lead to burnout, decreased job satisfaction, and
increased stress levels, impacting their well-being and job performance. The current
period of waiting has increased to 6 months. referrals for non-urgent ultrasounds (such
as hepatoma screening). Referrals for non-urgent (Priority 4) CT scans, such as a
recurrence of a lung ground glass nodule. Referrals for non-urgent (Priority 4) MRIs
(such as lumbar back pain). Mammography screening under the Ontario Breast
Screening Program (OBSP) (St. Mary’s Hospital., n.d.)
Stakeholder:
The staffing shortage directly impacts Patients requiring radiographic services in St.
Mary Hospital, Kitchener. Their primary needs include timely access to diagnostic imaging,
reduced waiting times, and efficient and accurate diagnoses to facilitate appropriate treatment.
Radiology Department Staff
The staffing shortage directly affects the radiographic department staff, including
radiographers and support personnel in St. Mary Hospital, Kitchener. Their needs encompass
an adequate workforce to ensure manageable workloads, a supportive work environment, and
professional growth and development opportunities.
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Healthcare Providers
St. Mary Hospital, Kitchener healthcare providers like physicians and specialists rely on
radiographic services for accurate diagnoses and treatment planning. Their needs include
timely and accurate radiographic reports to facilitate optimal patient care.
Healthcare Administrators
St. Mary Hospital, Kitchener administrators are responsible for managing and
optimizing resource allocation. Their needs involve maintaining efficient operations within the
radiographic department, ensuring adequate staffing, and meeting patient care targets.
Service Capacity
Staff Resources
The current service system grapples with a shortage of qualified radiographers
and support staff within the radiographic department. This shortage has resulted in an
inadequate number of professionals available to conduct diagnostic imaging
procedures, leading to delays in patient care. The existing staffing resources are
insufficient to meet the radiographic service demand promptly.
Workload Distribution
The staffing shortage has created an imbalance in workload distribution within
the radiographic department. The hospital is now referring the patients to other
regional hospitals to effectively treat the patients as the wait times increase.
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Infrastructure
Infrastructure and equipment availability and condition also influence the service
system’s capacity to handle the staff shortage. While the infrastructure and equipment in
the radiographic department may be adequate, the limited staffing resources hinder the
optimal utilization of these resources. The capacity to efficiently accommodate and
manage patient flow is affected due to the shortage of qualified staff.
Financial Resources
The service system’s capacity to address the staffing shortage is contingent upon
the availability of financial resources. Adequate funding is essential for recruiting and
retaining qualified radiographers, providing competitive compensation packages,
offering professional development opportunities, and implementing technological
solutions to streamline processes (Carter et al., 2007). The service system’s current
financial capacity may pose limitations to addressing the staffing shortage effectively.
Barriers/Obstacles
Several barriers and obstacles exist in bringing about change to address the
staffing shortage in the radiographic department. These barriers include recruitment
challenges, retention issues, funding limitations, regulatory requirements, and
resistance to change. Overcoming these barriers will require strategic planning,
collaborative efforts, and a comprehensive approach involving all relevant
stakeholders.
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Resistance to Change
Resistance to change from various stakeholders can impede progress in addressing
the staffing shortage. Resistance may stem from concerns over job security, workflow
disruptions, and fear of the unknown (Carter et al., 2007). Stakeholder engagement and
communication are crucial in addressing these concerns and garnering support for change
initiatives.
Recruitment Challenges
One significant barrier to change is the difficulty in recruiting qualified
radiographers. The healthcare industry faces a shortage of professionals in this field,
resulting in fierce competition for suitable candidates. The limited pool of available
radiographers poses challenges in attracting and hiring new staff members to address
the shortage adequately.
Interventions
In the upcoming years, there will be an increase in requirements for medical
imaging. Integrating machine learning and artificial intelligence technology. Adopting
these l reduce physical labor will provide time for healthcare professionals to attend to
more patients. More radiology training programs will also help directly in engaging
more healthcare professionals and attract them to pursue Radiolo gy.(GemSeek
Consulting., n.d.) The Waterloo Wellington Regional Hospitals are collaborating to
create similar opportunities throughout the area. The hospital transfers your patient for
their exam throughout the Waterloo Wellington Regional Hospitals depending on
capacity and whether a redirection is necessary.
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References
Carter, A. J. E., & Chochinov, A. H. (2007). A systematic review of the impact of nurse
practitioners on cost, quality of care, satisfaction, and wait times in the emergency
department. CJEM, 9(04), 286–295. https://doi.org/10.1017/s1481803500015189
GemSeek Consulting. (n.d.). Radiology Staff Shortage: Challenges and Solutions. Retrieved
from
Radiology Department Staff Shortage: Key contributing factors and how to address them
St. Mary’s Hospital. (n.d.) Diagnostic Imaging – St. Mary’s Hospital. Retrieved from
https://www.smgh.ca/areas-of-care/diagnostic-imaging
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Project Charter
Project Problem
The radiographic department in the Kitchener-Waterloo-Cambridge region of Ontario is facing
a staffing shortage, leading to delays in patient care and an increased burden on the existing workforce
(Anderson, 2019). The scarcity of qualified radiographers and support staff negatively impacts the
department’s ability to provide patients with timely and efficient diagnostic imaging services.
Project Goals
1. Improve Patient Care: Reduce waiting times for diagnostic imaging procedures, ensuring
patients receive prompt access to necessary services, improving health outcomes and patient
satisfaction.
2. Address Staffing Shortage: Increase the number of qualified radiographers and support staff
within the department to alleviate the workload on the existing workforce and ensure sufficient
coverage for patient care, resulting in improved efficiency and reduced staff burnout.
3. Enhance Staff Satisfaction and Retention: Implement initiatives to improve staff satisfaction,
provide opportunities for professional development, and create a supportive work environment.
This will attract and retain qualified professionals, increasing staff morale and commitment.
4. Optimize Infrastructure and Technology: Maximize the utilization of infrastructure and
technology within the radiographic department to streamline processes, improve workflow
efficiency, and enhance the quality of patient care. This will lead to faster turnaround times,
increased accuracy, and improved patient experiences.
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Objectives
PROPOSED SOLUTION
The proposed solution involves a comprehensive approach that includes the following:
1. Recruitment Strategies: Implement targeted advertising campaigns, collaborate with
educational institutions, and offer competitive compensation packages to attract qualified
radiographers and support staff.
2. Retention Initiatives: Provide ongoing training, create career development pathways, and
improve work-life balance measures to enhance staff satisfaction and reduce turnover rates.
3. Technological Upgrades: Invest in advanced imaging technologies, optimize workflow
management systems, and leverage telehealth solutions to streamline processes and increase
productivity.
4. Collaboration and Partnerships: Engage with educational institutions, professional associations,
and regulatory bodies to establish collaborations and partnerships that support workforce
development, share best practices, and address staffing challenges collectively.
EXPECTED OUTCOME
The project’s expected outcome is a well-staffed radiographic department that delivers timely
and high-quality patient care. The goals include reduced waiting times for diagnostic imaging,
improved staff satisfaction and retention rates, enhanced workflow efficiency, and optimized resource
utilization. These outcomes will improve patient experiences, increase staff morale, and improve
operational effectiveness.
RISKS/BARRIERS
1. Recruitment Challenges
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Limited availability of qualified candidates in the job market may pose challenges in recruiting
the desired number of radiographers and support staff.
2. Resistance to Change
Resistance from staff members and other stakeholders may hinder the successful
implementation of the proposed interventions, requiring effective change management
strategies.
3. Financial Constraints
Limited financial resources may impact the project’s ability to fully implement all
recommended interventions, requiring careful budget allocation and resource optimization.
4. Regulatory and Licensing Requirements
Adherence to regulatory and licensing requirements may present obstacles to implementing
specific changes, requiring coordination and alignment with relevant authorities.
Scope
IN SCOPE
Within the scope of our focus are needs assessment, recruitment and retention strategies,
technological upgrades, workflow optimization, collaboration with educational institutions,
professional associations, and regulatory bodies. These efforts aim to strengthen our radiographic
department, improve patient care, and address workforce development needs.
OUT OF SCOPE
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Our focus is limited to the radiographic department and does not encompass broader healthcare
system reforms, changes to organizational structure or hierarchy, or addressing systemic staffing
shortages outside the department. We concentrate on optimizing operations and enhancing the
workforce within the radiographic department.
SCHEDULE
The project is estimated to be completed over 12 months. Key milestones include conducting a
needs assessment, developing, and implementing recruitment and retention strategies, implementing
technological upgrades, establishing collaborations and partnerships, and monitoring progress
throughout the project lifecycle.
Stakeholder Analysis
1. Radiographic Department Staff:
•
Impact: Improved work environment, reduced workload, enhanced professional
development opportunities, increased job satisfaction.
•
Influence: Expertise in understanding the current staffing challenges, providing insights
into the impact on patient care, and actively participating in developing and implementing
improvement strategies.
•
Engagement Considerations: Regular communication, involving them in the needs
assessment process, seeking their input on identifying barriers and solutions, and providing
opportunities for training and skill development.
2. Patients:
•
Impact: Reduced waiting times, faster access to diagnostic imaging services, improved
accuracy in diagnoses, enhanced overall patient experience.
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•
Influence: Their experiences and feedback provide valuable insights into the impact of
staffing shortages on their care and can contribute to identifying areas for improvement.
•
Engagement Considerations: Conduct patient surveys or focus groups to gather feedback,
involve patient representatives in the needs assessment, and ensure patient perspectives are
considered in developing improvement initiatives.
3. Hospital Administration and Management:
•
Impact: Improved department efficiency, reduced patient backlogs, enhanced resource
utilization, and increased operational effectiveness.
•
Influence: Authority to allocate resources, make decisions on staffing and budget, and
support project implementation.
•
Engagement Considerations: Regular communication with hospital administrators to update
project progress, align project goals with organizational objectives, and involve them in
decision-making processes.
4. Healthcare Providers:
•
Impact: Timely access to imaging reports, improved collaboration with radiographers,
enhanced patient care outcomes.
•
Influence: Their expertise and reliance on diagnostic imaging make them essential
stakeholders in assessing the impact of staffing shortages on patient care and in providing
insights into potential solutions.
•
Engagement Considerations: Engage healthcare providers through surveys, interviews, or
focus groups to understand their needs, involve them in identifying process improvements,
and seek their input on best practices.
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5. Regulatory Bodies:
•
Impact: Compliance with licensing and regulatory requirements, improved quality of
radiographic services, adherence to industry standards.
•
Influence: Setting standards and regulations for radiographic services, conducting
inspections, and influencing policy changes.
•
Engagement Considerations: Engage regulatory bodies in discussions to understand their
expectations, seek guidance on best practices, and provide updates on project progress and
compliance efforts.
6. Educational Institutions:
•
Impact: Increased collaboration opportunities, curriculum alignment with industry needs,
and improved graduate employment rates.
•
Influence: Providing radiography education and training, influencing curriculum content,
and supplying a pipeline of potential recruits.
•
Engagement Considerations: Collaborate with educational institutions to align recruitment
strategies, explore internships or clinical rotations opportunities, and involve faculty in
identifying skills gaps and necessary competencies.
7. Professional Associations:
•
Impact: Enhanced professional development opportunities, increased membership
engagement, and advocacy for workforce needs.
•
Influence: Advocacy for the profession, offering resources and support for professional
development, and influencing policy changes.
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•
Engagement Considerations: Engage professional associations to seek input on workforce
needs, share project goals and progress, collaborate on retention strategies, and involve
them in training and mentorship programs.
CONCLUSION
The project charter for addressing the staffing shortage and improving patient care in the St
Mary Hospital, Waterloo radiographic department provides a clear roadmap for achieving the project
goals. The identified problem of the staffing shortage and its impact on patient care has been
acknowledged, and the proposed solution framework offers a strategic approach to address this issue.
Through stakeholder engagement, including the radiographic department staff, patients, hospital
administration, healthcare providers, regulatory bodies, educational institutions, and professional
associations, the project charter ensures that the perspectives and needs of all relevant stakeholders are
considered throughout the project lifecycle (Derlet et al., 2000).
The project steps and deliverables outlined in the charter provide a structured and organized
approach for executing the project. By conducting a comprehensive needs assessment, developing a
solution framework, and implementing strategic interventions, the project aims to improve workflow
efficiency, reduce patient backlogs, and enhance the overall patient experience. Throughout the
project, effective communication, collaboration, and stakeholder engagement will be key to success.
By involving stakeholders in decision-making processes, seeking their input, and addressing their
concerns, the project will gain the necessary support and ensure the sustainability of implemented
changes.
The project charter serves as a foundational document that sets the stage for the successful
implementation of the project. By adhering to the outlined steps, incorporating stakeholder input, and
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focusing on the defined deliverables, the project team is well-positioned to address the staffing
shortage and improve patient care in the radiographic department of St Mary Hospital, Waterloo.
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References
Anderson, G. (2019). Mastering collaboration: Make working together less painful and more
productive. O’Reilly Media, Inc.
Carter, A. J. E., & Chochinov, A. H. (2007). A systematic review of the impact of nurse
practitioners on cost, quality of care, satisfaction and wait times in the emergency department.
CJEM, 9(04), 286–295. https://doi.org/10.1017/s1481803500015189
Derlet, R. W., & Richards, J. R. (2000). Overcrowding in the nation’s emergency departments:
Complex causes and disturbing effects. Annals of Emergency Medicine, 35(1), 63–68.
https://doi.org/10.1016/s0196-0644(00)70105-3
Papa, A., Dezi, L., Gregori, G. L., Mueller, J., & Miglietta, N. (2018). Improving innovation
performance through knowledge acquisition: The moderating role of employee retention and
Human Resource Management Practices. Journal of Knowledge Management, 24(3), 589–605.
https://doi.org/10.1108/jkm-09-2017-0391
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VISION FRAMEWORK
Introduction:
St. Marry Hospital in the Kitchener Waterloo area faces a massive staff shortage in the
radiology department, causing poor patient care, delayed procedures, and long waiting times. This
reduces patients’ faith in the organization because all these conditions negatively impact the
organization and patients’ trust. There is a need for effective strategies and plans that optimize the
process. Improvement through the system in the diagnostic services helps the organization run the
operation of all the procedures smoothly. Patients can’t face harassment due to the lengthy process
waiting times.
Vision:
The central vision of this project is to reduce waiting times, enhance the procedures, improve
patient care, improve the systems and technology, and reduce the staff shortage in the diagnostic
department of the St. Marry Hospital in Kitchener. This includes enhancement procedures, recruitment
strategies, technology upgradation, collaboration, and partnerships.
Mission:
The mission to reduce the waiting times and increase the staff in the radiology department at St.
Marry hospital in Canada helps to increase the care quality and ensure patients get satisfactory results
from the services. For the success of this mission, we have to take some steps that includes
introducing the technology in the radiology department with artificial intelligence and machine
learning that reduces the organization’s dependence on the workforce, and the organization can provide
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smooth services to the patients without any problem with the staff shortage (Monov, Healthcare insight
consultant, 2023). Enhancement in the training of radiology department staff is very significant. So, the
organization needs to recruit medical students early, provide them with training for the particular job,
and prevent staff shortages in the radiology department (Monov, Healthcare insight consultant, 2023).
Improving the work environment is very important so employees or professionals can be comfortable.
Also, it is essential to make their work hours flexible so that they get into their comfort zone in the
organization. This helps organizations to hold their good employees for a long time and reduce the
problem of staff shortage. Improving patient outcomes is very much important. It can be done only
when there is good technology, highly qualified professionals, good staff, good work environment.
Through this, the professionals working in a suitable environment organization can also deliver good
quality services to a patient, resulting in good patient outcomes.
Overall, the mission of this project includes leverage of technology where artificial intelligence and
machine learning plays a significant role in improving the services. It is essential to hire highly
qualified radiologists first from the colleges and provide them with the best training along with
benefits that helps an organization reduce the staff shortage and deliver the services to patients
smoothly, with quality, and with excellent patient outcomes.
Critical success factors:
1. Workforce planning and Recruitment: Create a comprehensive workforce strategy considering
the radiology department’s current and future staffing requirements. To do this, determine how
many radiologists and other support personnel are needed to achieve the organization’s goals.
Actively seek out and keep skilled radiologists and technicians using focused recruitment
tactics, lucrative compensation plans, and possibilities for career advancement.
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2. Training and education: To improve the abilities and education of current employees, fund
ongoing training and education programs. Offer professional development options, such as
workshops, conferences, and certifications (Monov, Healthcare insight consultant, 2023).
3. Collaboration and teamwork: Encourage a helpful and cooperative work atmosphere in the
radiology division. Promote multidisciplinary teamwork among radiologists, technologists,
nurses, and other medical specialists (Anderson, 2019).
4. Succession planning: Create a solid succession plan to deal with the upcoming retirement of
seasoned radiologists. Provide mentoring and chances for leadership development to the
organization’s future successors (Monov, Healthcare insight consultant, 2023).
5. Work-life balance: Understand the value of a healthy work-life balance for radiologists and
staff. Implement preventative measures, including flexible scheduling, workload dispersion,
and sufficient rest periods to avoid burnout. To sustain job satisfaction and lower turnover,
emphasize employee well-being and ensure that the burden can be managed (Anderson, 2019).
6. Continuous quality improvement: Develop a quality-improvement mindset throughout the
radiology division. Encourage workers to participate in quality improvement efforts, including
interdisciplinary meetings, peer evaluations, and case conferences. Stress the value of providing
high-quality care and actively solicit clients and referring physician feedback (Anderson,
2019).
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Key performance indicators (KPIs):
In this project, we need the KPIs that help us get the project’s success. The KPIs are the
availability of radiologists in a healthcare organization; patient wait time, which means patients’ wait
time reduced; time taken to produce the radiology reports; the accuracy of results of the information,
staff satisfaction and patient satisfaction. So, these all are our project’s KPIs that decide if our project is
in the direction of success.
Key result area
KPI Indicator
Target
Availability of radiologists
There should be no shortage of
We target there should be a
the radiologists in the
60% increase in the staff in the
radiology department of St.
radiology department at the
Mary’s Hospital.
end of the project.
A shortage of staff in the
Our target that we can achieve
radiology department leads to
the target of reducing the wait
an increase in wait times.
times by 50% by implementing
Reduce wait times
the strategies at the end of the
project.
Radiology reports
After the procedure of the
We can reduce the waiting
radiology depart,ment there
times by 30%. It only happens
should be a time to get a report
by implementing advanced
and for report,s patient waits
technology to extract the
for a long time. So, we can
reports of patients. We will
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implement the more advanced
achieve his target with 95%
technology in it.
accuracy at the end of the
project.
Accuracy of results
Accuracy of results improves
By implementing technology
when we implement the
and strategies we can increase
technology because it helps to
accuracy by 20% in results and
get critical decisions about the
this will be done at the end of
patient and through this
the project.
accuracy gets improved.
Staff Satisfaction/Patient
When staff start providing
Through our strategies, we can
Satisfaction
services with less burden and
easily improve trust by 40-
patients get their service or
60% by the end of the project.
quality care within a short
time. So, automatically staff
satisfaction and patient
satisfaction increase.
Resources:
Resources needed in this project include the team members with the Project team leader,
project manager, radiologist, technologist, medical physicist, and registered nurse. The other resources
include the training staff, equipment and technology, infrastructure, networking, and quality
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improvement resources. All these resources help initialize the plan and make it smoothly without any
significant hurdles.
Core Processes:
1. Needs assessment.
2. Workforce planning and recruitment.
3. Training and development.
4. Technology optimization.
5. Performance monitoring and quality improvement.
6. Succession planning.
CONCLUSION:
In this vision framework, we got an idea about what we needed to do for this project and the
essential aspects for the success of this project. We identified that integrating technology, recruiting
staff, and making the environment reliable are crucial for fixing the problem of staff shortage and long
waiting times. This can be done only through the strategies like integrating technology in a system
such as artificial intelligence. Through critical thinking, it will be easy to make decisions, and accuracy
gets increased. So, overall, our vision improves the quality of care, reduces the wait times in
healthcare, and recruits radiologists in healthcare organizations.
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References:
Anderson, G. (2019). Mastering collaboration: Make working together less painful and more
productive. O’Reilly Media, Inc.
Manov, B., Healthcare insight consultant, (2023, January 12). Radiology Department Staff Shortage:
Key contributing factors and how to address them. Gemseek. Retrieved June 23, 2023, from
Radiology Department Staff Shortage: Key contributing factors and how to address them
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GANTT CHART
GANTT CHART
Project: Staffing shortage in Radiology Department of St. Mary Hospital
Task no.
ACTIVITY
PLAN
DURATION
ACTUAL
START
Months
END DATE
July
August
September
October
November
December
January
February
COLLBORATION
1
Collaboration with
government bodies
5 Months
3rd July 2023 27-Nov-23
2 Months
3rd July 2023
31-Aug
4 Months
3rd July 2023
27-Oct-23
23rd Oct 2023
CURRENT SCENARIO
2
Current staffing level and
needs
RETENTION STARTERGY
3
Implement retention
strategies
RECRUITMENT
4
Recruitment strategies and
channels
2 Months
4th Sept 2023
5
Develop job description
1 Months
02-Oct-23
27-Oct-23
6
Advertisement of job
opening
3 Months
02-Oct-23
01-Dec-23
7
Review applications
3 Months
01-Dec-23
23-Feb-24
8
Conduct interviews
2 Months
05-Feb-24
22-Mar-24
9
Develop training
programmes
2 Months
06-Feb-24
22-Mar-24
10
Training of new staff
1 Months
01-Apr-24
26-Apr-24
6 Months
04-Dec-23
31-May-24
1 Months
03-Jun-24
30-Jun-24
TECHNOLOGICAL ADVANCEMENT
11
12
Implementation of new
machines (ct scan)
Training to use new
machines
EVALUATION OF PROJECT
13
Internal Audit
1 month
04-Mar-24
29-Mar-23
14
External Audit
3 month
03-Apr-23
28-Jun-24
15
Evaluate the effectiveness
of project
12 Months
3rd July 2023
28-Jun-24
LEGEND:
Plan Duration
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April
May
June
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Gantt chart
This section of the report demonstrates the task and its timeline for the entire project. Our
project focuses on the radiology department at St. Mary Hospital’s staffing shortage. The tasks are
divided into six parts.
1. Collaboration
2. Current scenario
3. Retention Strategy
4. Recruitment
5. Technological advancement
6. Evaluation project
•
Collaboration entails working with a provincial government body (Ontario) to secure funding
for the project. Which will take place over the course of five months, from July 3rd, 2023, to
November 27th, 2023.
•
Current Scenario: assessing the current scenario in Saint Mary Hospital to better understand the
situation. This includes assessing the need for staff and the reason for the delay in the
procedure. This task will last two months, from July 3rd to August 31st.
•
Retention Strategies: We use retention strategies to retain existing employees. Such as
promoting a work-life balance culture, reviewing salaries every year, and providing
opportunities for professional growth. This task will be completed in four months. From July
3rd to October 27th, 2023.
•
Recruitment: To address the staffing shortage and procedure delays, we will hire more people.
This includes developing job descriptions for required positions as well as planning recruitment
strategies and channels. Additionally, job postings on social media and professional platforms
such as Indeed. This phase also consists of reviewing applications, shortlisting applications,
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conducting interviews, and developing a training programme side by side. After the hiring
process is completed, new employees are trained. This entire phase will last 7 months. From
September 4, 2023, to April 26, 2024.
•
Technological Advancements: To address the issue of staffing shortages, we are also
implementing technological advancements in our facility. This phase includes new CT Scan
machines and staff training on the new machines. This entire phase will last seven months,
beginning on December 4, 2023, and ending on June 30, 2024.
•
Project evaluation: evaluating project progress is an important part of determining project
efficiency. Audits are included (Internal & External). Internal audits will be conducted by the
organization from March 4th, 2024, to March 29th, 2023. External auditors will conduct an
external audit to assess the project’s efficiency. It will last three months. We anticipate it from
April 3rd to June 28th, 2024. Moreover, project managers will evaluate the entire project
regularly throughout the duration of the project.
This project will be completed in 12 months from July 2023 to Jun 2024.
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PROJECT BUDGET
REVENUE
Revenue Source
Expected Amount
Ontario Ministry of Health
CA$10,00,000
Patient revenue (2% of total patient revenue)
CA$265,718
Ancillary services (Laboratory, Pharmacy)
CA$148,813
Foundation for equipment
CA$85,469
Total Revenue
CA 1.5 million
EXPENSES
Expenses
Cost
Total Cost
Sr. No.
Staff cost
Labour cost
1.
Project Team Leader
2.
Project manager
3.
Radiologist
4.
Technologist
5.
Registered Nurse
Average salary *
FTE
$93, 490/year*1
$85,701/ year *1
$254,974/ year*1
$ 6400 / year*0.5
$ 76,800/year*1
No. Of
employees/It
ems
1
1
1
1
2
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From other
revenue
sources
$93, 490
$85,701.00
$254,974
$ 38,400
$1,53,600
From
Foundatio
n from
Hospital
for
Equipmen
t
32
6.
Medical physicist
Total Labour cost
$96,000/ month*0.5
1
$48000
$ 6,74,165.00
Training cost
7.
8.
Group training for staff
Training with new
equipment
Total Expenses
$300/ Month
$400
$300
$400
$700
Administrative cost
9.
10.
Project team supervision
Insurance and financial
management (5% 0f
project)
Total administrative cost
$1000
$75000
$1000
$75000
$76000
Operational cost
11.
12.
13.
14.
15.
Telephone/fax
Hydro utility
Printing
Stationary
Refreshment
140/month*12 month
$6000
$2000
$400
$600
$1680/year
$6000
$2000
$400
$600
Total Operational Cost
$10680
Capital cost
16.
17.
18.
19.
20.
Laptop with software
Desktop computer
With software
Office furnishing
Data projector
New CT scan Machine
$1500/laptop
$2,900/
$3500
$500
$175,000/machine
4
7
$6000
$20,300
1
1 machine
$3500
$500
$89531
Total Capital Cost
$85,469
$$2,05,300
Promotional cost
21.
Advertisement cost for job
posting
$300
Total promotional cost
$300
$300
Evaluation cost
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22.
23.
Internal audit (2% of total
project)
External audit
$30000
190$/hour*3 Months
$30000
1
$91,200
Total Evaluation cost
$1,21,200
Contingency cost
24.
Contingency
$30000
$30000
Total Contingency cost
$30000
TOTAL EXPENSES
Total cost
$11,18,345.00
GST (13%)
$145384.85
The total amount with tax
$12,63,729.85
Notes
This section of the report suggests revenue sources and expenses for the Saint Mary Hospital
staffing shortage project.
REVENUE:
The Provincial Government of Canada will provide the majority of the funding for this project,
with the remainder coming from patient services. The patient revenue at Saint Mary General Hospital
is expected to be 13,285,900 in 2022 (Financial Statements of ST. MARY’S GENERAL HOSPITAL
And Independent Auditors’ Report thereon, 2022). We anticipate receiving 2% of that revenue for
completing this project. Another source of revenue is Saint Mary General Hospital’s ancillary services,
which include a laboratory and a pharmacy. Finally, we created the ‘Foundation for Equipment
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donation website. The project on staffing shortages in Saint Mary Hospital’s radiology department is
expected to generate $1 million in revenue in total.
EXPENSES:
The expenses table includes the cost of each item, the cost for each item, the number of items
required for a project and from which revenue sources it will be paid. The revenue sources are divided
into two sections. The first section is for all other revenue sources combined except the foundation.
The second section is for donations from the equipment foundation. All the expenses are divided into
different types of costs according to Dwyer, J. types of expenses (Dwyer, 2019).
Labour cost:
1. The team leader must assemble and manage the project team. To accomplish this, tasks and
duties must be assigned, team members with the necessary knowledge and experience must be
selected, and a cooperative and effective team environment must be developed. To complete
this project, we will need one team leader. A project leader’s annual salary is $93, 490,
according to Glassdoor (Glassdoor, n.d.). This position is on a contract basis for the next 12
months.
2. The project manager is in charge of organizing, planning, and supervising the entire project
from start to finish. One full-time project manager is required. According to Glassdoor, a
project manager’s annual salary is $85, 701 (Glassdoor, n.d.). This position is on a contract
basis for the next 12 months.
3. A radiologist is a medical specialist in radiology. The department head of radiology. According
to job pay, the average salary of a radiologist is $ 254,974 per year (Radiologist in Canada,
Wages – Job Bank, n.d.). One full-time radiologist is required.
4. Radiology technologists perform various radiology exams. These include X-rays, CT scans,
MRI scans, mammograms, and ultrasound procedures. We are looking for two part-time
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technologists. Their starting salary for 0.5 FTE is $ 38,400. (Medical Radiation Technologist
(MRT) Wages in Canada, Job Bank, n.d.).
5. Nurses frequently assist with more complex procedures that require anesthesia. They may also
help with procedures that require IV (intravenous) medications, contrast, or nuclear materials.
Job Bank says their average annual salary is 76,800, and we will hire two RNs. As a result, the
total cost for an RN is $1,53,600 (Registered Nurse (R.N.) in Canada, Wages – Job Bank, n.d.).
6. Medical physicists help to ensure the safe and accurate use of radiation therapy. To plan
treatment, they work with the radiology team. For this position, we intend to hire one part-time
physician. The starting salary for this position is $48000 per year. (Physicist in Canada, Labor
Market Facts and Figures – Job Bank).
Training cost, n.d.)
7. We will provide one month of training to all new employees at a cost of approximately $300
per month. We will also provide one month of training for this project.
8. We will provide staff training with the new CT scan machines, which will cost us around $400
per month for one month.
Administrative cost:
9. The total cost of project supervision from start to finish will be $1000.
10. The total project insurance is 5% of the total project value, which is $50000.
Operational cost:
11. We require telephone and fax services, which will cost us approximately $1680 per year.
12. The project will cost us approximately $6000 in electricity and water bills.
13. Printing for daily errands and the CT scan will cost us around $2000.
14. We anticipate spending $400 on stationery for daily use.
15. The project team will spend $600 on refreshments.
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Capital cost:
16. We need four laptop computers with software for new employees. One laptop costs about
$1500. So, the total cost of the laptops is $6000.
17. Staff must have 7 desktop computers with software to provide patient care and store
information. So, the total is $20,300 for computers.
18. We anticipate spending around $3500 on project team staff furniture such as tables and chairs.
19. We will spend around $500 on a data projector for conferences and meetings.
20. We are installing a refurbished 64- Slice CT scan machine to alleviate long wait times.
According to Excedr, this cost us $175,000 (How Much Does a CT Scanner Cost in 2023,
2020). The foundation of Equipment will contribute $85,469 to this total. The remainder will
come from other sources of revenue.
Promotional Cost:
21. We will post job openings in the radiology department. For doctors, technologists, registered
nurses, and radiologists. This will set us back around $300.
Evaluation Cost:
22. Internal audits are required to ensure the project’s efficiency. It cost about 2% of the total
project cost. That is $200,000.
23. Auditors conduct external audits at a rate of $190 per hour. Auditing takes eight hours. External
auditing requires 190/hr. External auditing takes around 3 months. So the total cost for audit
will be $91,200.
Contingency Cost:
24. It is the amount of money included in a cost estimate to cover potential events that are not
specifically accounted for. We have set aside $30000 as a contingency fund.
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The total project budget, including all costs, is CA$11,18,345.00. In Ontario, a 13% tax is
added to the total cost, and the amount after tax is CA$12,63,729.85.
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Reference
Dwyer, J. (2019). Project Management in Health and Community Services: Getting Good Ideas to
Work. Retrieved from https://web-p-ebscohostcom.conestoga.idm.oclc.org/ehost/ebookviewer/ebook/bmxlYmtfXzI0ODk5MjRfX0FO0?sid=
4b415549-1b61-49fa-bdff-968e774997cb@redis&vid=1&format=EB&rid=1.
Financial Statements of ST. MARY’S GENERAL HOSPITAL And Independent Auditors’ Report
thereon,2022. Kitchener: ST. MARY’S GENERAL HOSPITAl. Retrieved Jun 20, 2023, from
https://www.smgh.ca/about-us/quality-performance-accountability/financialaccountability/2022-03-31-st-mary-s-general-hospital-financial-statements-final_signed.pdf.
Glassdoor. (n.d.). Retrieved Jun 20, 2023, from Average Salary of Project Manager:
https://www.glassdoor.ca/Salaries/kitchener-project-manager-salarySRCH_IL.0,9_IM980_KO10,25.htm.
How Much Does a CT Scanner Cost in 2023? (2020, June 11). Excedr.
https://www.excedr.com/blog/ct-scanner-cost/
Medical Radiation Technologist (MRT) in Canada | Wages – Job Bank. (n.d.). Medical Radiation
Technologist (MRT) in Canada | Wages – Job Bank.
http://www.jobbank.gc.ca/explore_career/job_market_report/wage_occupation_report.xhtml
A physicist in Canada | Labour Market Facts and Figures – Job Bank. (n.d.). A physicist in Canada |
Labour Market Facts and Figures – Job Bank.
http://www.jobbank.gc.ca/explore_career/job_market_report/summary_occupation_report.xhtm
l
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Radiologist in Canada | Wages – Job Bank. (n.d.). Radiologist in Canada | Wages – Job Bank.
http://www.jobbank.gc.ca/explore_career/job_market_report/wage_occupation_report.xhtml
Registered Nurse (R.N.) in Canada | Wages – Job Bank. (n.d.). Registered Nurse (R.N.) in Canada |
Wages – Job Bank.
http://www.jobbank.gc.ca/explore_career/job_market_report/wage_occupation_report.xhtml
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CASE STUDY
Case study 1
SUMMARY:
This case study investigates the problem of radiologists becoming burned out during the
COVID-19 pandemic. It draws attention to the difficulties experienced by radiologists, including their
increased workload, unbalanced work and personal lives, dysfunctional workplace dynamics, loss of
control, social isolation, and future anxiety. The purpose of the paper is to present a summary of the
literature on radiologists’ burnout in the COVID-19 period and to offer potential solutions to this issue
(Simon, 2020).
PROBLEM:
The COVID-19 pandemic has seriously interfered with radiologists’ personal and professional
life. They have all dealt with burnout to varied degrees, which can negatively impact their health and
work-related activities. Workload expectations, work-life balance issues, dysfunctional organisational
relations, a lack of control, social isolation, and fear of catching the COVID-19 infection are some of
the factors that contribute to radiologists’ burnout (Simon, 2020).
SOLUTION:
To combat burnout among radiologists during the COVID-19 epidemic, the case study offers
several potential treatments. These remedies consist of:
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1. Improving support systems: Creating support initiatives with a focus on reducing burnout and
fostering wellness among radiologists. These activities may involve ongoing check-ins, mentoring
programs, peer support groups, and accomplishment acknowledgment.
2. Increasing the work-life balance: putting strategies into place to help radiologists strike a balance
between their personal and professional lives. This can be accomplished through giving flexible work
hours, aiding in the care of children and dependents, and encouraging self-care practises.
3. Addressing workplace dynamics: Promoting good teamwork and communication to create a
welcoming and encouraging work environment. supplying tools for resolving disputes and dealing
with problematic workplace relations.
4. Ensuring adequate staffing and resources: Healthcare facilities should aim to keep enough
radiologists on staff to handle the pandemic’s increased demand. providing radiologists with the tools
they need to do their jobs well, such as personal protective equipment (PPE) and technology.
5. Providing mental health assistance: Making radiologists’ access to mental health support services
easy. This may entail having access to counselling or therapy, mindfulness exercises, and educational
materials on stress reduction and fostering resilience (Simon, 2020).
DISCUSSION:
The case study’s discussion highlights the fact that burnout among radiologists is complex, with
issues like the imposter phenomenon, workplace stress, and gender inequities all playing a part. It is
also noted how the COVID-19 epidemic has affected the workload, social isolation, and professional
activities of radiologists. As possible approaches of preventing burnout, the significance of
interdisciplinary collaboration, developing relationships, and using technology is emphasised (Simon,
2020).
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CONCLUSION:
Burnout is a complicated condition that affects radiologists, especially during the COVID-19
pandemic, the case study’s conclusion states. To avoid burnout and boost job satisfaction among
radiologists, it highlights the need for a complete strategy that covers workload management,
wellbeing, and technology improvements.
RECOMMENDATION:
Considering the case study, suggestions include making the most of available resources,
enhancing workload effectiveness, encouraging creativity, and supporting well-being. The use of
computer-based decision assistance systems, applying evidence-based practice guidelines, and
encouraging interdisciplinary cooperation are among the suggested tactics. To combat burnout among
radiologists, experts advise practicing resilience-building techniques, mindfulness, and putting in place
support systems like coaching and storytelling.
Case-2
SUMMARY:
This case study focuses on radiologists’ burnout and how technology might help with the
problem. To reduce workload and boost participation at work, it offers informatics-based solutions
including enhanced EHR systems, disassembled PACS systems, and AI-assisted interpretation. By
putting these changes into practice, you can lessen interruptions and non-interpretive work while also
improving patient care (Gabelloni, 2023).
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PROBLEM:
The high rate of burnout among radiologists is the issue that this case study highlights.
Excessive workload, time-consuming non-interpretive duties, interruptions, and the overall effect on
patient care are all factors that contribute to burnout (Gabelloni, 2023).
SOLUTION:
The case study suggests several ways to deal with the burnout problem. These solutions rely on
radiology practices utilizing technology and informatics. They consist of:
1. Electronic health record (EHR) solutions that are optimized for radiologists’ needs can be
implemented to boost productivity, expedite workflow, and lessen the amount of paperwork required
(Gabelloni, 2023).
2.Deconstructing Picture Archiving and Communication Systems (PACS) can let radiologists
concentrate on interpreting pictures rather than negotiating challenging interfaces. PACS systems can
be redesigned by isolating distinct functions and connecting them with other systems (Gabelloni,
2023).
3. AI-assisted interpretation: Using artificial intelligence (AI) systems to help radiologists interpret
images can speed up and improve the accuracy of processing a lot of studies (Gabelloni, 2023).
By applying these technology solutions, it is intended to lessen radiologists’ administrative workload,
cut down on interruptions, and improve patient care, which will ultimately reduce burnout and raise
worker happiness (Gabelloni, 2023).
DISCUSSION
The article’s discussion focuses on the issue of burnout among radiologists and how inadequate
technology use exacerbates this problem. It emphasizes the necessity of improving the use of current
technology to lessen radiologist burnout. According to the study, informatics-based changes to
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technology can lessen noninterpretive duties, lessen interruptions, promote collaboration among
coworkers, and enhance patient care. The impact of several examples of technological innovations in
enhancing radiologists’ workplace engagement is demonstrated and explored (Gabelloni, 2023).
CONCLUSION:
Radiologist burnout is a serious issue, but there is room for change through better technology
use, according to the article’s conclusion. Solutions based on informatics can assist radiologists
overcome difficulties such an increase in non-interpretive work, interruptions, and isolation. It is
possible to build a work environment that boosts engagement, lowers burnout, and optimizes patient
care by customizing technology to radiologists’ unique needs (Gabelloni, 2023).
RECOMMENDATION
To optimize technology for radiologists, it is advised that healthcare organizations and
radiology departments invest in informatics knowledge and make appropriate hardware and software
changes. Implementing techniques like virtual rounds, automated communication systems, enhanced
electronic health records, dismantled PACS systems, AI-assisted tools, and radiomics are included in
this. These changes can increase radiologists’ overall productivity and job satisfaction by streamlining
workflows, lowering noninterpretive activities, enhancing communication and collaboration, and
reducing noninterpretive chores. Healthcare organizations can reduce burnout and create a more
encouraging and engaging work environment by prioritizing the well-being of radiologists and
utilizing technology efficiently.
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Reference
holmas, A. F. (2020). Decreasing radiologist burnout through informatics-based solutions.
Clinical Imaging, 171.
Simon, A. F. (2020). Decreasing radiologist burnout through informatics-based solutions.
Clinical imaging, 171.
Gabelloni, M. (2023). Exploring Radiologists’ Burnout in the COVID-19 Era: A Narrative
Review. Internationl Journal of enviornmental reserch and public health, n.d.
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www.companywebsite.com
Instructions
DUE: Please see the Instructional Plan for a specific due date.
Submission: Each person in the group must submit the full report
including your report merged with your group members into one
cohesive document in this submission folder. Ensure that it is clear
which part of the full report each group member wrote. Note that your
Professor may also require your individual section submitted separately
from the merged group document. Please follow the instructions for
submission provided in class and see due dates in the Instructional Plan.
File Name Format: Ensure your file is saved using your group number
and all your group members names. For
example, Group1_Member1_Member2_Member3_Member4
Instructions:
The group will continue to develop the project from Report 1 by
developing elements of an implementation plan. Each group member
will be responsible to write one section of Report 2. The sections of
the report are:
•
•
•
•
Human Resources plan,
Risk Management plan,
Change Management Plan, and
Quality Management Plan.
In groups with 5 members, a Communication Plan will be added.
Each group member will submit the full report including all sections
noted above merged into a professionally formatted report which
clearly identifies which group member wrote each element. The report
must include appropriate APA formatted citations and references.
All group members will work together to ensure that all the deliverables
are related to the same idea or proposed solution. The coordination of
information will be completed in meetings which will involve your
Professor as well as additional group meetings and communications
amongst group members outside of these formal meetings.
Format:
•
•
•
•
•
Ensure that all of your group members full names are on the first
page of the report and it is clear which group member wrote each
section of the report.
The report should be submitted using a professional format rather
than an academic format. Word templates can be utilized. APA
format for referencing and citations is required.
Each section will will be roughly 4 pages in length plus
references. The length will vary by section and depends on the
professional formatting choices. Please ensure contents of the
section are thorough and follow the directions provided (see
videos related to each section).
Each section must have its own citations and references. Each
section must have at least one reference. Some sections will have
more references than others due to the required elements of
each. Please consult the section videos and your Professor for
further guidance.
The combined report must include a Title Page, Table of Contents
and Executive Summary for the full report.
Team 2 – Report 1
Spelling errors – cover page – radiology rather than radilogy
St Marry Hospital
Inconsistent font – NA to PC to VF
Exe Summary: incomplete, refer to Exe Summary reference document
Needs assessment – missing numbers that add to the understanding of how big this problem is
– how many people awaiting diagnostics in KW region?
The current period of waiting has increased to 6 months (FROM what waiting time previously –
for all priority 4/is this what you mean). referrals for non-urgent ultrasounds (such as hepatoma
screening). Referrals for non-urgent (Priority 4) CT scans, such as a recurrence of a lung ground
glass nodule. Referrals for non-urgent (Priority 4) MRIs (such as lumbar back pain).
Mammography screening under the Ontario Breast Screening Program (OBSP) (St. Mary’s
Hospital., n.d.) – Incomplete statements in this paragraph
Project Charter – only section that includes Cambridge
Did you come up with these four goals?
1.
Improve Patient Care: Reduce waiting times for diagnostic imaging procedures, ensuring patients receive
prompt access to necessary services, improving health outcomes and patient satisfaction.
2.
Address Staffing Shortage: Increase the number of qualified radiographers and support staff within the
department to alleviate the workload on the existing workforce and ensure sufficient coverage for patient
care, resulting in improved efficiency and reduced staff burnout.
3.
Enhance Staff Satisfaction and Retention: Implement initiatives to improve staff satisfaction, provide
opportunities for professional development, and create a supportive work environment. This will attract
and retain qualified professionals, increasing staff morale and commitment.
4. Optimize Infrastructure and Technology: Maximize the utilization of infrastructure and technology within
the radiographic department to streamline processes, improve workflow efficiency, and enhance the quality
of patient care. This will lead to faster turnaround times, increased accuracy, and improved patient
VF:
?Patients can’t face harassment
Vision and mission is list of goal ideas, vs vision and mission statement
Is shortage of radiologists (MDs) the issue?
Gantt/Budget – Budget Numbers incorrect
1,000,000 – 1 million
1,000,000 – 1 hundred thousand
10,000 – ten thousand
References to be improved, important information not referenced
Unclear on scope (specific staff), proposed impact
Unclear on technology idea
Realistic?
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
