Healthcare Environment - Assignment PDF

Dementia UK
Student Name: Student ID:
Module Title: Healthcare Environment Module Code: MOD004054
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Executive Summary
Increasing rates of Dementia patients in the UK makes it one of the most vulnerable
social threats. Dementia UK is focused on catering to services to patient and their families to
overcome and deal with the condition. They provide technological services as well for patients,
who are unable to reach the organization or face some problem. The scope of this study deals
with Dementia UK extending its services to Southwark Borough UK, which has significant
number of cases of Dementia patients. A comprehensive PEST analysis for the region is
undertaken. A model recommendation that allow organizational expansion in Tower Hamlet
region is provided.
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Table of Contents
Executive Summary..................................................................................................................................................................
1.0 Brief Overview Introduction...............................................................................................................................................
2.0 Task 1 PEST Analysis...........................................................................................................................................................
3.0 Task 2 Conclusion Kotter’s Steps........................................................................................................................................
4.0 Reference Lists...................................................................................................................................................................
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1.0 Brief Overview Introduction
Dementia UK consists of specialist’s services towards those suffering from or affected
with Dementia conditions (Ho, 2014). Dementia UK offers emotional support coupled with care
to service users. They also provide additional carers of families home outreach services,
telephone helpline, email support and information and online resources. Dementia UK has
resources focused on treating and providing support to patients suffering from the conditions as
well as to their families. They have GPs and admiral nurses who diagnose the illness and then
provide treatment according to it. All services at the organization are catered to by specially
trained Admiral Nurses at its center. Dementia UK is considering opening a respite care home
for service users and their families in Southwark Borough of London (Curtis & Davies, 2011).
The facility would offer service users to stay at their respite home for promoting their
independence and giving time to their families of the service user support. As an external
consultant, an opinion regarding viability of the extended services is considered by means of
PEST analysis. Suggestions for expansion including Kotter’s steps of change are incorporated
for the purpose of managing this expansion. The scope of this report encompasses analysis of
Dementia UK services in Southwark Borough of London.
2.0 Task 1 PEST Analysis
In order to set up service centers at any particular location, there are several attributes that
need to be considered. A comprehensive PEST analysis will help reveal aspects of the Boroughs
influential factors there (Gorran Farkas, 2013). PEST is an abbreviated form for political,
economic, social and technological factors analysis as conducted for this study.
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Factors Broader Issues Discussion
Political
Factors
 Environmental
legislations
 Taxation policy
 Health and safety
regulation
 European union
directives
 Government stability
 CCG Strategy JSNA
evaluation
 CCG priority
consideration
 Legislation
consideration
Economic
Factors
 Interest and inflation rates
 Consumer confidence
 Economic growth prospects
 Unemployment rates
 Labor costs
 Ranking or Level of
Deprivation
 CCG Funding or budget for
Dementia
Socio-
cultural
Factors
 Demographics
 Values
 Changing lifestyle
 Changes in consumer tastes and
preferences
 Levels of education
 Population in the Borough
for Dementia Demographics
 Costing Program
Technologica
l Factors
 New product potential
 Alternative means of providing
services
 New discoveries
 Communication technologies
 New production
 Online technological
developments in the Borough
 Political Factors: Southwark is situated on the Central district of London and is
almost 2.4 east of Charing Cross. The Borough along with the Bankside
Community Council responds to Southwark electoral wards of Chaucer and
Cathedrals. Southwark comprises of a vibrant and young population of 310,000
people. It is considered to be the 40th most deprived Local Authority in England
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inspite of having an affluent south and north edge in the borough. There is a large
influx of tourists and other visitors that travel to the borough. Mental Health
especially Dementia has been considered to be the single largest disability in UK.
It has been diagnosed that people affected with mental conditions can be at any
stage in their lives including adults, teenagers, children, mothers and other older
people. It was estimated that one amongst four adults will suffer from a mental
health condition with 2 suffering from dementia. People suffering from mental
health conditions almost amount to 63,000 people in the region. Primary aim at
Southwark is to achieve sustainable mental health system with high quality and
responsive services. Primary aim of CCG is to cater to people affected with
dementia within the local population without any discrimination or stigma. CCG
focuses on developing newer methods of working with innovative and
transformative approaches. They aim at leveraging locally present assets and
communities for improvising mental wellbeing for the whole borough.
With maximum demography of the population being above the age of 56 years,
dementia represents a considerable threat in the area (Kauškale & Geipele, 2017).
There are a large number of patients along with service cares offering services to
patients and their families for dementia care. The Counselor in Southwark
Borough has special consideration for caring towards dementia patients. The
clinical Commissioning Group (CCGs) was created to follow the Health and
Social Care Act in 2012, replacing Primary Care Trust. Primary aim of this trust
was to provide best possible health outcomes for local population in any given
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area. They consider evaluation of local needs and priorities for providing them
services in health care.
CCG’s Joint Strategic Needs Assessment (JSNA) is aimed at providing health and
wellbeing in Southwark. With JSNA aims in mind, they not only ensure better
imitation of health programs rather they support in detecting and treatment of long
term dementia management and support. Dementia was named as being one of the
greatest global challenges for health and social care. In Southwark in the year
2015-2016 dementia prevalence amongst residents of 65 years and above was
almost 4.5%. The figure was similar to national average of London of 4.3% and
4.5% respectively (Kolios & Read, 2013). Southwark Public Health along with
key partners is developing strategies that can help overcome the conditions and
provide life-long support in management and wellbeing. Necessary legislation is
being accommodated post CCG establishment of JSNA for catering to services in
the area. NHS England’s Five Year forward View for Mental Health (FYFV-MH)
established in February 2016 includes new set of actions and investments.
 Economic Factors: Southwark Borough receives GBP 914, 616 as a project
allocation from NHS for the purpose of enriching lives in the area. Moreover,
Southwark Clinical Commissioning Group (CCG) is provided with certain sum of
money by the Government every year for the purpose of catering to health care
for every individual living in the area and is registered with borough doctor. There
are also provisions for making individual fund requests for medical treatments
that are outside treatment facilities provided in Southwark. The below table
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examines amount of funds that are allocated for overall mental wellbeing of
individuals in the region. It has been assessed that a total of GBP 53,389,498 is
allocated for treatment of mental health and providing support and care to
patients.
Figure 1: Mental Health Fund Allocation
 Social Factors: Southwark Borough in London has similar number of cases as
compared to the national average. With increasing number of patients in the area
being old aged and suffering from mental health conditions of dementia, there is a
growing need for support services for families and individual patients in the area.
With aging population in the area, there is a significant increase in health issues
connected with mental illness especially dementia in the area.
Working of CCG is aligned with NHS England’s Five Year Forward View for
Mental Health (FYFV-MH). It acts in accordance with the Care Act 2014 that
provides various aspects of ways social care support can be rendered. The Care
Act 2014 is focused on ways and means by which care for support for people
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suffering from dementia can be catered to. NHS established the Mental Health
Taskforce that was specially designed to take care of the mental health challenges
in the UK. Local Policy context that is applicable in the Southwark region
encompasses The Southwark five Year Forward View of Health and Social Care
(2016/17-2020/21). This specific set of guidelines provides emphasis on the
population compared to the providers, it also has its focus on the total system of
value and on ways care is rendered. Dementia UK has capability to provide care
in Southwark Borough through online services as well, which is an added
advantage in the region. All policies that are implemented make sure that the
resources within Southwark are fully utilized to render specialized care to
patients.
The policy allows building joint report on mental health provisions along with
devising recommendations accommodations. There are additional 33 additional
recommendations that are provided by the Council’s Education and Children’s
Services subcommittee and the Healthy Communities subcommittee of Southwark
Council. Operations of health services as Child and Adolescent Mental Health
services (CAMHS) provide similar support to children and adolescent suffering
from dementia or other mental health condition. Another plan that is focused on
providing benefits to patients suffering from mental health conditions is
Southwark Local Transformation Plan for Children and Young People’s Mental
Health. There has been identified a range of local priorities for mental wellbeing
by the Southwark Health and Wellbeing Board as they have identified in their
Southwark CYP Health Education and social Care Strategic Framework. All these
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identified and set priorities are developed so as to achieve mental health wellness
amongst local population.
 Technological Factors: Southwark London has services in health care and
support systems that offer face to face services. All services being limited to
patient’s face to face interactions, there remains low amount of chances to provide
support services to families. Technological development in the area has been
significant and has kept up with national average scores. However, there are
currently services unavailable that provides online assistance to patients. Certain
services are trying to establish technological modes to cater to increasing number
of patients in the region, such that they can easily obtain their care sitting at the
comfort of their homes only.
3.0 Task 2 Conclusion Kotter’s Steps
Analysis of relevant PEST from Southwark Borough in London reveals significant
opportunities for Dementia UK to expand its services. The organization will receive significant
amounts of funds hence will be able to cater to patients in the area easily (van Wijngaarden,
Scholten & van Wijk, 2012). Moreover, technological adaptation by the organization will enable
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it to expand its services easily such that it can cater to increasing number of patients and support
services to their families. The organization need to adopt certain recommendations as;
 It needs to approach CCG to obtain funds for setting up the organization and cater to
a number of patients in the area. Informing CCG and obtaining funds on basis of
JSNA program will allow better expansion of the project and hire capable Admiral
Nurses to provide support and care to patients in the area.
 The organization can be set up in Tower Hamlet area; it will offer affordable rates of
establishments. It has direct control from London Mayor, hence there will be ease of
operation and obtaining funds from it.
 The services need to encompass family support along with individualistic care for
patients suffering from the condition.
Accommodating in Kotter’s will allow suitable expansion to take place in the area
(Appelbaum et al, 2012). Kotter provided an 8 step change process that can allow an
organization to accomplish expansion in an easy manner. The following are some of the steps
that helps accomplish expansion for the organization.
 Increase Urgency: Dementia UK needs to create a sense of urgency amongst its
employees and management such that they can help in catering to services in Southwark
borough. Through a communication procedure, opportunities that exist in creating a
service extension in Southwark will be highlighted. A comprehensive PEST analysis will
allow understanding opportunities that already exists in the area such that Dementia UK
can cater to it. Moreover, the organization provides a unique type of care facility that is
not present amongst other organizations in Southwark.
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 Building Guiding Team: Every expansion requires a guiding leader along with key
stakeholders who can participate for initiating expansion process (Sato et al., 2010.). A
discussion will be initiated amongst various stakeholders within the organization in order
to understand their involvement and engagement towards the expansion process. Weak
areas that are present within the organization that might deter it from expanding will be
analysed from varied levels of the organization. Dementia UK has a single weak point
that it does not cater to all types of mental illnesses rather caters to only dementia
patients.
 Developing the vision: Core values of Dementia UK have to be determined for deciding
on the ultimate vision and strategies for the new establishment. Vision will need to be
connected across to critical aspects of performance reviews and training especially for
Admiral Nurses present in the current organization, need to be considered for shifting to
new establishment base upon their performance. Training of additional nurses has to be
conducted to allow expansion of the service in an easier manner. Therefore, all
stakeholders relevant to the organization have to be considered and involved with to
allow for greater consideration.
 Communicating Vision: Communicating vision within the entire organization of
Dementia UK is a critical and powerful tool (Gupta, 2011). It allows all stakeholders to
be convinced based on the vision decided and then follow them accordingly.
 Empower Action: This step includes removal of obstacles by aligning with
organization’s vision. Stakeholders or other people who are resistant to the change
process need to be identified and then such obstacles need to be get converted into a
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process of change. Any individual within the organization who is able to endorse the
change process and provide support to it will be rewarded for attaining targets.
 Create Short Term wins: Initiating a sense of victory at early stages of the expansion
stage will provide short term achievable targets. It will allow lesser probabilities of
failure and is a less expensive method that can be accommodated. Any individual who is
able to identify any particular aspect that is needed to accommodate change process will
be rewarded effectively.
 Don’t Let Up: A continuous process has to be initiated that allows encompassing of
expansion processes. The organization will set up continuous evaluation and monitoring
stages that will aim at continuous development of care for patient services and their
families. Moreover a strategy for technological catering to a number of patients will be
accomplished by means of continuous monitoring and development of services.
 Make Change Stick: Expanding and setting up a new organization in Southwark
borough London might seem to be a difficult aspect but it can be accomplished
(Campbell, 2008). Expansion and accommodating of patient related services and standard
care need to be the central vision and all strategies need to be developed focused on it.
Employees especially Admiral Nurses need to continuously support change model that
has to be catered in the area for supporting the new organization according to JSNA.
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4.0 Reference Lists
Appelbaum, S.H., Habashy, S., Malo, J.L. and Shafiq, H., 2012. Back to the future: revisiting
Kotter's 1996 change model. Journal of Management Development, 31(8), pp.764-782.
Campbell, R.J., 2008. Change management in health care. The health care manager, 27(1),
pp.23-39.
Curtis, G. and Davies, C., 2011. Academic libraries of the future. Final Report.
Gorran Farkas, M., 2013. Building and sustaining a culture of assessment: best practices for
change leadership. Reference services review, 41(1), pp.13-31.
Gupta, P., 2011. Leading innovation change-The Kotter way. International Journal of Innovation
Science, 3(3), pp.141-150.
Ho, J.K.K., 2014. Formulation of a systemic PEST analysis for strategic analysis. European
academic research, 2(5), pp.6478-6492.
Kauškale, L. and Geipele, I., 2017. Integrated approach of real estate market analysis in
sustainable development context for decision making. Procedia Engineering, 172, pp.505-512.
Kolios, A. and Read, G., 2013. A political, economic, social, technology, legal and
environmental (PESTLE) approach for risk identification of the tidal industry in the United
Kingdom. Energies, 6(10), pp.5023-5045.
Sato, S., Lucente, S., Meyer, D. and Mrazek, D., 2010. Design thinking to make organization
change and development more responsive. Design Management Review, 21(2), pp.44-52.
van Wijngaarden, J.D., Scholten, G.R. and van Wijk, K.P., 2012. Strategic analysis for health
care organizations: the suitability of the SWOT‐analysis. The International journal of health
planning and management, 27(1), pp.34-49.
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