Unit 26 Facilitating Change PP

3188 WordsJul 23, 201513 Pages
Devrim Dilekci Unit 26-Facilitating Change Task 2 – Be able to evaluate recent changes in health and social care services. Stefan Alexa 1 2-1 DEVISE A STRATEGY AND CRITERIA FOR MEAUSRING RECENT CHANGES IN HEALTH AND SOCIAL CARE o o Measuring change in health care organisations needs critical analysis and examination, using a PESTEL analysis template would be the first thing that a manager could use to measure recent changes that have taken place in the company. Devising a strategy within health care can be local or national level, incorporating a different size of area or concentration upon a particular area or aspect of health will allow managers to asses more resourcefully, articulating a stratagem can be via a individual or…show more content…
Some of the senior team were relatively new in post but it appeared that the senior team had a good working relationship and commitment to drive through improvements. However the recommendations from the KPMG review of governance was still to be rolled out and embedded. We saw a team who were fire fighting issues, but found that there was a lack of planning for the future. The trust had not significantly engaged staff, patients and other stakeholders in the development of services. Governance processes were not sufficiently developed or robustly challenged.” – CQC Report For North Middlesex Hospital Date of inspection visit: 3-6 June 2014 & 23 June 2014 - Date of publication: 21 August 2014 • This section of a report that is made up of 15pages of inspection report it is commenting on how well the trust is led. This means they are making judgements depending on the comment received and collected from staff members and service users. “but felt that the trust had not fully recognised the impact of this on the workload within the current services” – this points out that there is a shortage of internal resources to lead change initiatives which could lead to the change process to become challenging as there may be a shortage of staff or resources that are invented to be effective for improved quality care. • “We saw a team who were fire fighting issues, but found that there was a lack of planning for the future. The trust had not significantly engaged staff,
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