BTEC HND Unit 26: Facilitating Change in Health and Social Care Report

This report examines the process of facilitating change within a health and social care setting, specifically focusing on Beacon Edge Care Home (BECH). It identifies key factors driving change, such as technological advancements, legislative changes, and economic factors, and analyzes the challenges associated with these factors using a SWOT analysis. The report explores strategies for measuring recent changes, including the implementation of a registered manager and improvements in medicine management and staffing levels. It assesses the impact of these changes through qualitative approaches, considering patient satisfaction and staff perceptions. The evaluation highlights issues such as lack of proper regulation, staffing shortages, and medication mismanagement. Finally, the report proposes service responses, including the recruitment of a registered manager, to address identified weaknesses and improve the overall quality and safety of care provided by BECH.

Running head: HEALTHCARE
FACILITATING CHANGE IN HEALTH AND SOCIAL CARE
Name of the Student
Name of the University
Author Note

1HEALTHCARE
Table of Contents
1.1 Key factors driving the change in health and social care services.......................................2
1.2 Challenges associated with the key factors..........................................................................3
2.1 Strategy and Criteria for the measurement of recent changes in health and social care......4
2.2 Impact of recent changes on health and social care.............................................................5
2.3 Evaluation of overall impact on the recent changes.............................................................6
2.4 Proposal of appropriate service response to recent health and social care services.............7
References..................................................................................................................................8

2HEALTHCARE
1.1 Key factors driving the change in health and social care services
The ecosystem for health and social care organisation has been in action and is rapidly
changing due to various advancements in technology, legislation changes, economical
changes, political activities and social changes involving every member of the organisation
(Brones, de Carvalho and de Senzi Zancul 2017). These factors have been found to force an
organisation to review its current strategy on a regular basis and implement new system goals
to handle the situation. This essay will talk about the process by which changes are
introduced and implemented in a health and social care setting (Beacon Edge Care Home)
[BECH]. Changes associated with the responses of the organisation to the business events
and economic factors have been found to drive changes to social and health care services.
Various events are responsible for acting as key factors for driving social and health care
services. These events include ineffectiveness, inefficiency, customer satisfaction levels,
strength and weaknesses of an organisation. The impact of changes in BECH can be
measured by taking surveys, performing feedback analysis and taking interviews (Wood et
al. 2019). For this organisation, various improvements in relation to safe medicinal
management and staffing levels are the first two key factors, which will drive changes in the
BECH. Lack of a registered manager in the organisation is also a primary factor associated
with the change in BECH. Poor management of medicines and the risk of people have been
found not to receive their medicines as prescribed. Lack of an effective monitoring system for
the improvement of safety and quality of service is one of the most significant changes
driving factors for this organisation. Regulation breaches have also been observed to be
associated with person-centred care, treatment and safe care of the people. Thus, it can be
stated that these are the overall key factors, which drives a change in the health and social
care service (BECH). The next section will use SWOT analysis in order to identify the
challenges associated with the identified key factors for the healthcare organisation.

3HEALTHCARE
1.2 Challenges associated with the key factors
Driving a challenge in an organisation is not an easy task for the associates of an
organisation. Various challenges are present which needs to be dealt within an organisation.
Strength, Weakness, Opportunity and Threats (SWOT) analysis will be used to identify the
challenges, which is related to the identified key factors in the previous section (Phadermrod
2016).
Strength
BECH deals with care and support along with nursing for thirty-three people who are
living with dementia. Presence of single bedrooms, dining areas and a communal lounge with
space for ample parking are the major strengths of the organisation. Frontline staffs and the
other organisation associates were helpful and were also up to date with any of the concerns
associated with the people being cared for.
Weakness
The service was lacking the forces of regulation at that the time of inspection. The
providers have not sanctioned recommendations for improvement. Lack of registered
manager in the post has decreased the quality of service provided by BECH. Staffs were
inadequate in numbers while meeting the needs of people using services. Staffs were also
reported for not approaching and supporting people with their ADLs (activities of daily
living). No development of risk assessment and care plans has decreased the quality of care
service provided by the service to the people. Poor management of medicines led the people
to be at risk of not receiving their medicines on time. Thus, the primary weakness of this
organisation was of low service quality.

4HEALTHCARE
Opportunity
The only opportunity for the service was lack of competitors on the same field and a
lot of space in the organisation campus. Thus, the company had the opportunity to develop an
infrastructure to handle the conditions given in the weakness section of this analysis.
Threats
Major threats included breaching patient data, the risk associated with the lives of
people and low quality of social and safe care of the people.
2.1 Strategy and Criteria for the measurement of recent changes in health
and social care
Implementation of changes in a particular organisation needs money and time as the
two primary factors. This process is not always smooth since it is associated with many
hidden factors, which exist as difficulties of the implementation (Allen 2016). Thus, the
measurement of the changes is required in order to determine the efficiency of the change
management plan at an initiate stage. Measurement of the level of regulations, which are in
force with time is also a significant factor associated with recent changes in social and health
care. The service also has been reported to lack a registered manager. Thus, the incorporation
of a registered manager will be an efficient way to measure the improvement in quality
associated with the organisation services. Measurement of the number of staffs associated
with the meeting of people is also a significant criterion associated with BECH change
management. Measurement, of the number of hours taken for the staffs in helping the patients
with medicine intake processes at proper times, is very helpful for the change management
analysis of this organisation. The satisfaction of the patient is also a great way to measure the
effectiveness of change management. More the patients are satisfied with the changes, more

5HEALTHCARE
useful and effective is the change management of the organisation. For instance, poor
management of medicines for the patients was one of the major weaknesses of BECH. Thus,
measurement of poor management of medicine levels and devising interventions to hand the
situation is a strong criterion for change management measurement. Supports for the people
with activities of daily living is a criterion, which needs to be measured in order to measure
the change associated with the organisation. BECH has been reported to have staffs who do
not take care of people and assist them with eating and drinking. Thus, it has become a great
concern for the measurement of change management in BECH. Measurement of the
effectiveness of the systems for monitoring and improving quality is also one of the most
significant criteria for the measurement of change management in BECH. Thus, it can be
stated that these are the overall changes, which are required for the measurement of change
inside the organisation (BECH).
2.2 Impact of recent changes on health and social care
To measure the changes in BECH, a technique used to measure and the criterions
required for measurement and statistical data are the primary requirements. The techniques
for measuring is associated with the identification of an approach which is to be used to
measure the changes. In the given situation of BECH, the qualitative approach is the most
suitable one because of the absence of statistical data.
Integration of qualitative approach is required in order to supplement the quantitative
approach (Rosenbaum, More and Steane 2017). Qualitative approaches are required in order
to measure the change effectiveness by accumulating and analysing the facility, events or the
people's opinion. In BECH, a qualitative approach will be very helpful in the measurement of
various aspects of changes including the user's perception about the changes, patient
satisfaction and feelings of management about the changes. The impact of changes in BECH

6HEALTHCARE
can be measured by taking surveys, performing feedback analysis and taking interviews
(Shaikh et al. 2018). Surveying the patients and the organisation staffs will be the best way to
analyse the people feeling and perceptions for the changes. Interviewing the staffs associated
with the medicine production and prescription will analyse the changes associated with this
sector (Harding 2018). Data breaching will be analysed by analysing the EHR (Electronic
Health Records) associated with the people admitted to the social care service. Absence of
quantitative data has made it harder for measuring the changes associated with the
organisation. Recommendations are to be made for the improvement in quality and safety of
care associated with the organisation. Improvement in the current conditions within the time
frame will help in recovering the losses made for the previous lack of quality and safety in
the organisation. Continuous service review will help in identifying the problems with the
organisation safety and quality care. Escalation of the same will help the organisation to
recover from the situation. These are the overall strategies and criterion required for the
measurement of health and social care services. These are the overall impacts of changes in
the organisation (BECH) associated with their health and social care.
2.3 Evaluation of overall impact on the recent changes
Absence of proper regulation in the organisation was the root cause of disorientation
of the organisation quality and safe care for the people who were admitted to for health and
social care. Lack of proper staffing levels and safe management of medicines led to a loss of
patient retention and made them search for a different organisation to take their care. Since
the recommendations were not actioned by the provider, the quality of safety care was
decreasing on a daily basis. Breaching of data was also a major factor associated with the loss
of safety for this organisation. Patient data records are to be kept private and never disclosed
because it is against the guidelines of NHS trust (Stevens et al. 2017). Absence of a registered
manager was the primary cause of mismanagement of all the above factors stated in the

7HEALTHCARE
criterion section. Thus, it can be stated that the above-stated factor can be resolved by
appointing a manager to take care of the quality and safety of the organisation (BECH). This
factor has been identified for this organisation as a cause for a decrease in quality and safety
for the organisation according to the Health and Care Act 2008. The decrease in the number
of staffs to take care of the people admitted to the organisation was also a major factor
responsible for the deterioration in the quality of safety and management in the organisation.
A lower number of care and risk assessments were responsible for more number of people
being at risk due to lack of proper medications at the right time. Thus, it can be stated that the
staffs did not do their daily task or fulfil their roles because of the absence of proper
legislation and regulation in the organisation. Absence of monitoring systems for quality and
safety of the service was responsible for an improperly used system. All these problems have
been stated to be a cause of the lack of a senior manager. Regulation breaches have also been
spotted which were not taken into consideration by the administrative department of BECH.
On a combination, all these factors have been found to be associated with the decrease in
safety and quality of the organisation (Olsen 2018). These are the overall evaluations that can
be made in terms of recent changes identified for BECH.
2.4 Proposal of appropriate service response to recent health and social
care services
A registered manager should be recruited first and appointed as a senior manager in
order to take care of the management of health and safety care associated with the
organisation. Breaches in regulations must be prevented and strict actions need to be taken
against the members involved in the task. The senior management team must take care of the
fact that the staffs are performing their daily tasks according to their roles. Special measures
must be taken in order to maintain the quality and safety of the care provided to the people

8HEALTHCARE
admitted to the organisation. These are the overall points which can be incorporated in the
proposal for appropriate service response to the changes associated with BECH.
References
Allen, B., 2016. Effective design, implementation and management of change in
healthcare. Nursing Standard, 31(3).
Brones, F.A., de Carvalho, M.M. and de Senzi Zancul, E., 2017. Reviews, action and learning
on change management for ecodesign transition. Journal of Cleaner Production, 142, pp.8-
22.
Harding, J., 2018. Qualitative data analysis: From start to finish. SAGE Publications
Limited.
Phadermrod, B., 2016. Mining survey data for SWOT analysis(Doctoral dissertation,
University of Southampton).
Olsen, E., 2018. Influence from organisational factors on patient safety and safety behaviour
among nurses and hospital staff. International Journal of Organizational Analysis.
Rosenbaum, D., More, E. and Steane, P., 2017. A longitudinal qualitative case study of
change in nonprofits: Suggesting a new approach to the management of change. Journal of
Management & Organization, 23(1), pp.74-91.
Shaikh, S., Stratton, T., Pardhan, A. and Chan, T.M., 2018. Exploring policy change in the
emergency department: A qualitative approach to understanding local policy creation and the
barriers to implementing change. Cureus, 10(8).
Stevens, L., Dobbs, C., Jones, K. and Laurie, G., 2017. Dangers from Within? Looking
Inwards at the Role of Maladministration as the Leading Cause of Health Data Breaches in

9HEALTHCARE
the UK. In Data Protection and Privacy:(In) visibilities and Infrastructures (pp. 205-239).
Springer, Cham.
Wood, S., Ghezzi, V., Barbaranelli, C., Di Tecco, C., Fida, R., Farnese, M.L., Ronchetti, M.
and Iavicoli, S., 2019. Assessing the Risk of Stress in Organizations: Getting the Measure of
Organizational-Level Stressors. Frontiers in Psychology, 10.