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Search Results for: health and social care
3.1 Introduction Change is a constant social and health care service delivery fe
3.1 Introduction
Change is a constant social and health care service delivery feature that impacts on various aspects of culture (Drumm 2008). Change instigation is a task that is challenging and that necessitates careful management. Change framework and model use makes it possible for the organization to plan for their change initiatives carefully and to manage them (Cameron 2008). This chapter will review the rational for selecting the Health Service Executive (HSE) Change Model for this project instead of the Senior & Swailes Model the methodology are going to be explained in details in a frame of assorted phases of the HSE model. The discussion will start by highlighting organizational culture and leadership.
3.2 Critical Review of Approaches to Organisational Development
– (WRITE) 500 WORDS
PROVIDE A BRIEF REVIEW OF APPROACHES TO ORGANISATIONAL DEVELOPMENT/ CHANGE
(THE FOLLOWING HIGHLIGHTED- IS NOT REQURED OVER WRITING)
3.2 Culture
In the healthcare setting there are several competitive variables within the culture of an organization. The conflicting wants of patients families providers regulators etc. create several inconsistencies and mixed messages. Additionally to the problems of hierarchy mentioned earlier there are few where each role and operates independently whereas not understanding the total implications of its actions on others (Patientsafetyed.duhs.duke.edu 2016).
The current concentrate on improving care by redesigning systems tasks and workforce essentially emphasizes the multiple factors underpinning errors depends on reporting systems for capturing errors and advocates a blame free setting in order that staff can report their mistakes or near misses. This approach examines system factors as causes of errors instead of people.
3.3 Leadership
Leadership in the broadest sense implies authority. It is founded on objective factors including managerial ability and more subjective features that encompass leaders personal qualities (Tsai 2011). Leadership can be viewed as the art by which an organization is guided through structural change. Leading change has been cited as the most important function for todays managers. A leader remains an important actor in the process of change. He/she is charged with the responsibility of making the process of change the smoothest possible (Rosn 2014). Organizational leaders behavior has a direct influence in work environment actions that enable change. Leaders are responsible for change strategy as well as implementation and monitoring of the change thereby functioning as change agents. Consequently the challenge of change management is one of the most enduring and fundamental roles of leaders. The rapidly increasing pace of change in organizations calls for effective leadership (Gilley McMillan & Gilley 2009). Organizations that implement and support transformational and continuous change are likely to remain competitive. Researchers have argued that despite the escalation of numerous multistep approaches models and theories leaders still lack adequate knowledge of change its effective processes its antecedents and are still not able to engage members of the organization in change initiatives successfully (Cameron 2008).
Recent research demonstrates that it is rare for change programs to attain desired results and that lack of effective leadership is the primary reason why most change initiative fail (Gilley McMillan & Gilley 2009). Some barriers to organizational change include lack of management skills poor communication skills lack of reward for workers and the inability to motivate others to change (Cameron 2008). For successful organizational change to occur leaders need to adopt certain goals values routines frameworks processes and behaviours. Evidence shows that there is a link between leader behaviours and effectiveness in change implementation. For instance skills on change management have been positively associated with successful organizational change and vice versa. Leadership behaviours and skills that have been positively linked to organizational change include building teams rewarding motivating involving others communicating and coaching (Gilley McMillan & Gilley 2009). To ensure effective change implementation in the multispecialty clinic the leadership of the clinic needs to adopt and demonstrate the skills and behaviours that have been linked to positive organizational change as outlined above.
3.4 Project Change Models
Two change models have been selected for discussion in this paper and they include the Health Services Executive (HSE) change model and the Action Research-Based Change Model by Senior and Swailes (2010).
3.4.1 The HSE Change Model
The HSE change model is a relatively new approach for organizational development that was developed to enhance service users and patients experiences to promote team working among teams and staff to enhance services and to facilitate a constant change approach across the system. The focus of the HSE model is on people and cultural change aspects based on that fact that organizational change management is primarily about managing people. This implies that organizations should not discount or ignore the perspectives of employees. A fundamental leaders function is the management of their own culture by understanding the feelings thoughts and beliefs of individuals. The HSE change model builds and reflects upon explicit core principles that managers and leaders can apply (Uden Hericko & Ting 2015). The model describes a transformational journey that makes it possible for people to transition from their current situation to a future that is desired (Drumm 2008).
The HSE change model is founded primarily on four main stages of project management lifecycle including initiation planning implementation and mainstreaming.
Figure 1: HSE Change Model (2008)
All these stages are interrelated and influence each other (Uden Hericko & Ting 2015). The initiation stage sets the pace for the change process and entails preparations to lead the change. It is vital to address issues in this stage because successful change implementation depends on the energy spent on the initiation stage. This early preparation is intended to create a considered case and readiness for change scope out a solid base for successful change and build a sense of shared responsibility. This stage builds on core management and leadership responsibilities. It helps in grasping an early sense of the depth and breadth of the change effort. In addition it involves that identification of the key people and groups who are needed to implement the change and who the change will directly impact (Drumm 2008).
The planning stage of the HSE change model is intended to determine the specific change details and create support for the process of change. The change process is likely to be easier if the support is broader (Uden Hericko & Ting 2015). This phase diverts the leaders orientation to starting an action that is more visible. The focus is on building organization-wide capacity momentum and commitment to the change. It increases engagement and participation in the process of change develops increased understanding of the intended accomplishments of the change and promotes personal involvement. The planning stage involves three major steps including building commitment determining the change details and developing the implementation plan (Drumm 2008).
The implementation stage of the HSE change model focuses on the implementation and monitoring of the project plan to ensure its purpose is met. It requires the discontinuation of inappropriate models of working and the implementation of new and agreed ways of working (Uden Hericko & Ting 2015). Even though implementation is likely to follow the main plan parameters the change process aspects will inevitably be different from the plan. Leaders should permit the natural evolution of the implementation revisit the sequence of implementation activities learn from what takes place and influence it when appropriate. In addition leaders should also maintain their responsibility of keeping the process of change on track in accordance with the available resources and the agreed vision for the change (Drumm 2008).
The mainstreaming stage of the HSE change model is intended to focus attention on the change effort successes and the integration and sustainability of the new ways of behaving and working (Uden Hericko & Ting 2015). It also focuses on approaches for evaluation and continuous improvement. The stage involves two major steps including making it the way we do our business and evaluating and learning (Drumm 2008).
3.4.2 Action Research-Based Change Model
The action research-based change model was developed by Senior and Swailes (2010). This model acknowledges the importance of the change agent leading the change. The change agent is at the core of this change model. He/she is mandated to drive forward each change process aspect and is vital to the success or failure of the proposed change. It underscores that relevant research and efforts required prior to embarking on vision building and change initiation (Senior & Swailes 2010).
Stage 1a: Diagnoses Current Situation
This stage entails a comprehensive assessment of the internal workings and external environment of the organization. This environmental assessment is vital in evaluating the change initiative and in collecting of important data (Hashim 2014). To be able to gain a fully-rounded organizational picture the model recommends the assessment of organizational goals and purposes; organizational culture and structure; leadership approaches and styles; recruitment practices; opportunities and career paths; individual motivation and commitment; reward practices and structures; group relationships; and learning and development (Senior & Swaile 2010).
Stage 1b: Develop a Vision for Change
This stage involves an imagination of the ideal situation for the organization. It is a creative process that should involve several people that the change is likely to impact. The stage may require changes to organizational processes markets services and products as well as leadership and management practices (Senior & Swaile 2010). Ideas for change of the organizations vision are also likely to require the seeking of additional new information which may then require further adjustments to the vision. Ultimately stage 1 is concerned with determining the difference between the current state and the ideal state of the organization both subjectively and objectively (Hashim 2014).
Stage 2: Gain Commitment to the Vision
This stage requires a strong communication network. It is important to involve people so that they are being heard and that they have a say. The change agent should understand the factors that motivate people to resist change and should employ various strategies to overcome change resistance. Understanding the major causes of resistance is likely to make it much easier for the change agent to negotiate a compromise that is acceptable to both parties mitigate negative effects or convince individuals of the advantages of the change. The completion of this stage is likely to be much easier if all organizational members have been engaged in the first stage (Senior & Swaile 2010)
Stage 3: Develop an Action Plan
This stage involves putting up a plan for the who what and where of the change process. It requires the identification of who is likely to guide the planning as well as the implementation of the change. It also requires the specification of what should be changed for the vision to be realized and the level at which this should be done. In addition it requires the identification of where the each intervention is likely to occur. According to Senior and Swaile (2010) a responsibility chart can be used to identify who is responsible for the needed actions who will support the person and whose authority it is to veto or approve the issue (Senior & Swaile 2010)
Stage 4: Implement the Change
Senior and Swaile (2010) contend that a successful implementation requires two things. The first requirement is the building on short-term wins that are likely to increase buy-in and support and boost morale of members of the team and the organization and minimize resistance. The second requirement is ongoing stakeholder engagement during the process of implementation. The organization should demonstrate the willingness to hear from employees and must take their feedback seriously and assess them together with more quantifiable measures including performance and finance. Reassessment should be done based on the feedback and any adjustments made as appropriate (Senior & Swaile 2010).
Stage 5: Assess and Reinforce Change
The stage entails assessing and evaluating the process of change to determine the extent to which the organization has realized the vision. The focus is to prevent the falling back into old behavior (Hashim 2014). Senior argues that assessing Soft change effort success is harder compared to Hard change. In general Soft changes involve cultural norms behaviours and attitudes and are often difficult to quality. Change reinforcement aims at making the change permanent. Reinforcement can be more difficult with Soft changes. Middle managers are identified and the most important group to cultural change success because of their experience. Therefore getting them committed to support the proposed change may be vital for the success and reinforcement of the change across all departments (Senior & Swailes 2010).
3.3 Rationale for Choosing the HSE for the Project
This project focuses on introducing an electronic prescription to an outpatient multispecialty clinic. The HSE change model was adopted to guide the change process for this project. The HSE change model is deemed the most appropriate model for this project because it meets the requirements of the proposed project and thus permits the flexibility to move back to prior stages. This model is also continually cyclical in nature and this makes it suitable for the project. In addition the model covers various issues of importance to this project including the importance of decision making communication and engagement to promote continued organizational improvement (Uden Hericko & Ting 2015). As this project focuses on introducing an electronic prescription to an outpatient multispecialty clinic it is vital for the researcher to communicate and enhance learning and knowledge about electronic prescription among the multidisciplinary team using the right style for communication which the HSE change model addresses.
3.4 The Change Process Based on HSE Model
3.4.1 Initiation
Step 1: Preparing to lead the change Identify what is driving the need for change and the degree of urgencyField force analysis was done to identify what is driving the need for the proposed change and the degree of urgency for the change (see appendix 2). Pre-study data was gathered and it was felt that the change was very important to improve patient care and minimize incidents of medication errors due to poor hand written prescriptions. The analysis of clinic health data revealed that medication errors are a major problem in the multispecialty clinic and that their incidence is on the rise. It also showed that prescription errors are the most common forms of medication errors in the facility. Of the prescription errors identified poor physician handwriting was found to be the commonest contributing factor.
Medication errors are a common threat to patient safety and have been associated with patient harm due to adverse drug events (ADEs). Prescription errors have been found to be responsible to the largest proportion of ADEs. The high incidence of medication errors at the multispecialty clinic have contributed to poor patient outcomes and increased rates of ADE-related morbidity and mortality as well as increased medical costs to the patients and their families the health facility and the society at large (Dixon-Woods et al. 2013). If not addressed these detrimental effects of medication errors are likely to extrapolate resulting in further harm. It was deemed that introducing an electronic prescription in this facility would help reduce the incidence of medication errors reduce the harm associated with these errors and ultimately improve patient safety and outcomes.
For the past four years incidents involving medications errors occurred in the organisation in which prescribing and dispensing errors were on the top of the list (see appendix 1) the reason of most incidents was due unclear handwritten prescriptions. In addition the increased demand from the local market to shift to an e-claim system monitored by local authorities gives more pressure on medical providers in Dubai to comply with their requirements.
Clarify leadership roles and identify the key influencers and stakeholders Various stakeholders and influencers played a role in this project. The stakeholders included the leaders and managers of the clinic who will spearhead the proposed change. Other stakeholders include information technology team physicians pharmacists nurses and patients other healthcare providers involved in patient care in the clinic stakeholder Analysis was performed (see appendix 3 ). This project is likely to directly impact on these stakeholders and therefore their involvement in the change process was imperative. A team consisting of the senior managers the physician information technology expert pharmacist and the advanced practice nurse was constituted to lead the change. Members of this team are role models to their subordinates and thus have the ability to influence and motivate the other employees to adopt the proposed change. They were the drivers of the change and were involved in designing the change management process for the proposed project. The leadership role of the team was communicated to the entire organization. Assess readiness and capacity for changeThe readiness and capacity for change was assessed to identify the most appropriate strategies that could be employed to support the people at the clinic through the change. Key leaders of the team were involved in creating the energy support and the motivation for readiness for the change in the organization. All levels of organization commitment were sought to ensure adequate resourcing for the change. All the employees were educated about the change to ensure they have the relevant skills information and knowledge required to take responsibility for action. The nature and scope of the change was shared with the team to secure agreeable mandate and to facilitate buy-in from these key stakeholders. This helped in clarifying early expectations and to secure the relevant resources needed for the change. There was continuous communication about the proposed change as well as support for effective team working to promote readiness and capacity for change. Attend to organisational politicsThe researcher sought to understand the power and political dynamics of the organization and the wider environment because these factors can impact the change process negatively or positively. The reality of internal politics was attended to by active involvement of each person in the process and taking into account their contributions. Organizational culture and relationships among people as all levels were used constructively to plan and monitor ongoing developments. Identify the leverage points and opportunities for changeThe change agent took into consideration how best to explore the possibilities and opportunities for change. Opportunities to build on openness to innovation existing good relationships and strong alliances within the inter-professional team were maximized. The information technology department was particularly integrated into the project to support and facilitate the change process. Perform an initial assessment of the impact of the changeAn initial assessment of the likely impact of the change was conducted. Meetings were held with all the relevant individuals including pharmacists physicians and nursing staff to gather information regarding their concerns and expectations of the upcoming implementation. Physicians were concerned that the process of electronic prescription would be time consuming. They expected that the current system would be linked to pharmacy stock to help them know if the medication prescribed is out of stock and the best available alternatives. The pharmacists were concerned that physicians would not comply with the new system. Their expectation were that less time will be consumed calling doctors for double check and that dispensing errors due to poor hand written prescriptions will be reduced. Nurses were mainly concerned that some doctors may shift responsibility to their nurses. They expected that less time will be spent between pharmacists of physicians to clarify drugs prescribed and at other times alternatives in pharmacy. Outline the initial objectives and outcomes for the change As aim and objectives were discussed earlier in chapter one the writer as the change leader must discus them clearly with defined stakeholders. Type of Communication will depend on stakeholders interest. Effective project leadership is critically depends on effective project communication (Frank Cervone 2014). Agree initial resource requirementsIssues regarding initial resource requirements were agreed upon. The resources that were needed to support the change process included finances human resources time technological resources and specialist/expert knowledge. A meeting was also held with the information technology team with a major focus on the design of the required e-prescription format. Following discussions with the physicians it was decided that a readymade format designed for our main branch in Dubai where e-prescription was implemented four years ago will be used. In addition to the old format our physicians had a request for additional options where they would get a reminder for a re-fill prescriptions. It took us three weeks to finalize the desired design with the IT team. The e-prescription was uploaded to our Healthcare Information system (HMIS)-PulseMedPlusSM. There was regular review of the required resources during the change process. Outline the initial business case for changeAn outline of the initial business case for change was developed. It included an updated summary of all the relevant data collected. It included a description of the vision for change rationale mandate and need for the change roles of the change leaders required resources major stakeholders change drivers degree of urgency objectives purpose and outcomes outline cots possible timeframe and plan for business case communication.
3.4.2 Planning
Step 2: Building Commitment Build a shared visionThe details of the electronic prescription project and the vision of it minimizing the incidence of medication errors and improving patient safety and outcomes were shared with all the employees and their representatives as well as service users. This facilitated the understanding of the project and a shared vision for its future. The staff developed a greater sense of reality regarding the project. Communicate the vision and the business case for changeThe guiding vision and the business case for change were communicated to all the relevant stakeholders. The vision of the electronic prescribing change project was communicated in a manner that is meaningful and compelling to ensure that the whole organization understands the vision adequately and to secure support and commitment. Some of the concerns and fears of the physicians nurses and pharmacists regarding time and shifting of responsibilities were addressed by reassuring that the change process for the project would be gradual and that adjustments were likely to be made in future depending on the outcome. Increase readiness and capacity for changeThe readiness and capacity for change was increased through education and training of employees to equip them with competencies knowledge and skills required for the change process. The education and training created special opportunities for team and personal development. The leaders received the appropriate support and were able to model the new behaviours needed to effect the change. Training began in the second week of November for the first floor physicians (18 doctors) and was done for each doctor in their clinics. People who attended the training included the physician IT doctors assistant nurse and the researcher. Training session was booked on each physicians schedule after first appointment with patients to ensure the presence of each doctor. Training of the physicians (13 physicians) on the second floor was done on the third week of November. All the staff demonstrated the readiness and capacity for change following this training. Demonstrate that change is underwayThere was need to demonstrate in meaningful and real ways that change was taking place in the organization. It was important to show that the old ways of handwritten prescriptions are changing. By the last week of November all physicians started ordering electronic prescriptions to their patients. All manual prescription books were removed from clinics and one book was kept on each floor nurse station. The change leaders were responsible for scanning all the ongoing change activities to determine the fits and align the activities appropriately.
Step 3: Determining the detail of the change Assessment of the current situation against the future vision for change Most healthcare facilities like hospitals and clinics initially used traditional prescription where physicians relied on hand writing prescriptions for patients during their consultancy visits and hospital admission (Smith 2006). This meant the patient that the physician transferred the responsibility of taking the prescription to the pharmacy or company for fulfillment. In addition the prescription was often times written in illegible hand writing that was difficult to read thus contributing to the pool of medication errors. It is evident by principle that paper-based systems took a lot of time in writing the prescription tasking the patient to take it to the pharmacy where they were likely to meet long queues as well as taking time to read through physicians scribbled hand writing.
To help reduce medication errors associated with paper-based prescriptions this study sought to introduce an electronic prescribing system with the aim to increase medication accuracy improve health service quality and ultimately ensure safety of care (Hollingworth et al. 2007). By introducing e-prescription to the healthcare facility the researcher seeks to achieve a reduction in the frequency of near-miss incidents associated with prescription. This is possible because e-prescription takes advantage of Web technology to link physicians and pharmacies with minimal to no impact on the workflow (Hollingworth et al. 2007 Moody 2005). Doing so will ensure that the healthcare facility achieves a compliance rate of 95% and above. Feedback this analysis to key stakeholdersAn evaluation of the current and evidenced benefits of e-prescription indicates that healthcare providers assure patient safety (Ammenwerth et al. 2014). To attain this level of quality healthcare healthcare professionals such as physicians and pharmacists need to have high levels of compliance and strictly adhere to use of e-prescriptions rather than backtracking to paper-based prescription. Even so resistance is a normal response whenever a shift in processes is introduced.Need for changeTo effect change from paper-based prescription to e-prescription the healthcare facility needs to enforce electronic prescription as a strategic policy meant to improve quality of healthcare (Kierkegaard 2013). For this to happen the healthcare facility established strict guidelines to ensure compliance with the new prescription system.
Step 4: Developing the implementation plan Detail of the design of future stateThe design of a state-of-the-art system is cardinal in the development of an efficient and effective e-prescription system anchored on increasing patient safety. Such a system includes training requirements and revised clinical practice aimed at eliminating unintended problems such as manual prescription (Redwood et al. 2011). This ensures high levels of compliance hence reduced risks of reverting to old errors. Impact of the detailed designIn using the new design it was expected that physicians pharmacists and other healthcare stakeholders would achieve a significant decrease in the number of near-miss incidents related to dispensing of medication (Moniz et al. 2011). This was one of the most important target areas of the project. In addition it was expected that a decrease in dispensing near miss incidents would help healthcare professionals to attain high patient satisfaction levels. Last but not least it was expected that majority of healthcare professionals would embrace the e-prescription and comply with it for the provision of quality health services and assurance of patient safety. Outline and agree the plan for implementation Many healthcare practitioners perceive lack of an implementation plan as the main barrier to the integration of e-prescription into clinical practice (Hor et al. 2010). In knowing this this project came up with Detailed Implementation/Project PlanThe project primarily used the HSE change model to provide guidance on e-prescription adoption. To make the transition seamless physicians were trained on the use of approved credentials (username and password) to access the e-prescription system developed using the MedPulse software. To achieve compliance with the new system strict policies were put in place to bar physicians from writing manual prescriptions. As such pharmacy staff members were under strict instructions not to accept manual prescriptions. Physicians were required to send prescriptions using only the new electronic system
3.4.3 Implementation
Step 5: Implementing change Implement the changeThe project was implemented in accordance with the laid out actions. The focus was building upon teamwork and to offer opportunities for those involved in the process to spearhead the implementation. The change leaders openly acknowledged the personal change challenges and supported a culture of continuous learning and tolerance. The impact of electronic prescribing on staff and key service providers as well as service users was monitored closely during implementation with seeking of appropriate feedback. Implementation of electronic prescription at the clinic started in the last week of November. Open communication among service users staff and other relevant stakeholders was encouraged to help identify and address any issue that arose in the early implementation stages. The researcher worked closely with staff and the relevant stakeholders to monitor the impact of electronic prescribing at the clinic. Managers were readily available to provide support and address any issues that were likely to arise. Sustain momentumStrategies of sustaining the energy and momentum for the change over time and to modify actions should new ideas emerge were put in place. These strategies included peer support action learning groups partnership training team and personal development opportunities partnership and engagement processes leadership development and review of performance.
3.4.4 Mainstreaming
Step 6: Making it the way we do our business Acknowledge success and achievementTeam and personal development performance planning and process review is being carried out to offer opportunities for structured and systematic approach for development review and acknowledge success. Achievement of any desired change is celebrated as success. Support integration of the changeThe management and leadership of the organization are at the forefront in providing appropriate support to staff to embed the changes into their daily behaviours and activities. This is meant to create the feeling that the change is an integral aspect of their daily job. In addition there is increased focus on strengthening connections and relationships among staff within the organization. The Clinic revised its Ordering and prescribing of medicine policy to add the following: Using the available electronic prescription module of the PULSE clinic information system can reduce illegibility of prescriptions. The prescribing doctors are encouraged to use the electronic prescription system and the IT department of clinic X is tasked with providing an easy-to-use system and system improvements in order to increase the number of electronic prescriptions in Clinic X.
Ensure decision-making processes support the changeThe strategies have been put in place to guide business processes including service planning and performance appraisal processes and support new mind-sets and behaviours needed for the change. Constant attention is granted to engagement and communication processes to ensure effectiveness. Clear lines of accountability and responsibility for making of decisions have been specified for effective organization.
Step 7: Evaluating and learning Build a system to refine and continuously improveOpenness and flexibility to change is vital if the organization is to remain responsive and relevant to service users needs. The need for continuous development and improvement of the project is being emphasized to incorporate into the organizational culture. Learn from the change process and establish best practice for changeThe researcher acknowledges that change is a continuous gradual process. Therefore formally looking back in time to learn from the change experience is necessary. Evaluation is being used as the major learning tool for this process. Evaluation was started early into project implementation to ensure the whole change process is on course and to allow the making of appropriate adaptations. It also ensures the continuous focus on outcomes.
Review the temporary change support structures systems and rolesThe review of individual and project team roles as well and change support systems and structures are done continuously to determine any need for appropriate integration into the organization or reassignment when appropriate. Managers and leader of the organization have been charged with the responsibility for continuous change implementation and monitoring.
3.5 Summary and Conclusion (NEED A CHANGE YOU CAN ADD MORE 50 WORDS WHAT EVER SUITS YOU)
In conclusion introducing e-prescribing system to the clinic was smoothly implemented using the HSE change model. The model stressed on several discussions meeting stakeholder analysis and staff education. Communication was the key of project success; it was highlighted throughout all steps changes. Communication is major importance in facilitating organizational developments (Darling et al 2012). In the following chapter the writer will try to evaluate and analyse and evaluate outcomes of the change.
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Meredith S. Murphy September 17, 2017
Empowering users in health and social care Order Description Scenario On day 3of
Empowering users in health and social care
Order Description
Scenario
On day 3of the induction your manager is concerned that some of the new recruits appear unaware of the need to manage and monitor potential risks to service users within the setting. The manager has asked you to produce a report
for this phase of the induction.
What you must do
Use a case study to:
1.identify the extent to which individu
als are at risk of harm
.eg. risks: from harm from abuse from failure to protect.
2.analyse the effectiveness of policiesprocedures and managerial approach within a health
or social care setting for promoting the management of risks Effective management of risks: relevant legislatio.acceptable and unacceptable risks national service standard assessing and recoreding risks complaints procedureswhistleblowing policy
Meredith S. Murphy September 17, 2017
Social Security or Health Care How does the essay work? You are to compose and t
Social Security or Health Care
How does the essay work?
You are to compose and type a paper on some economic issue or problem directly connected with Social Security or health care.
Submit via dropbox in either doc(docx) or odt format ONLY. No late submissions can be accepted. Sorry.
See the calendar (Events) for the due date and time.
Possible ideas for topics include but are not limited to: solvency of social security fund solvency of disability insurance fund womens benefit computation compared to mens etc. Do not cover immigration or immigrants benefits.
This paper is a highly structured argumentative paper. It will consist of a clearly defined thesis statement and four clearly labeled main discussion points relating to that thesis statement. Limit your conclusion to no more than five lines.
The typed paper is to be submitted via dropbox in APA format with at least 1700 words of text excluding titles citations etc. APA has 12 point Times font double spacing normal margins. The title page must have your Title of paper your name course title date. The title page and citations pages do not count toward the 1700 word requirement. Submit as a doc or odt file. Other file formats cannot be accepted. Again late submissions are not accepted.
Do not write the paper in first person (I). Do not write a history or mere description of the social security program or healthcare act.
This must be your writing. No cutting and pasting from the internet or any other source. No quotes other than statistics are allowed.
ANY violation of these procedures will result in a very dramatic reduction in grade.
Meredith S. Murphy September 17, 2017
Social Security or Health Care How does the essay work? You are to compose and t
Social Security or Health Care
How does the essay work?
You are to compose and type a paper on some economic issue or problem directly connected with Social Security or health care.
Submit via dropbox in either doc(docx) or odt format ONLY. No late submissions can be accepted. Sorry.
See the calendar (Events) for the due date and time.
Possible ideas for topics include but are not limited to: solvency of social security fund solvency of disability insurance fund womens benefit computation compared to mens etc. Do not cover immigration or immigrants benefits.
This paper is a highly structured argumentative paper. It will consist of a clearly defined thesis statement and four clearly labeled main discussion points relating to that thesis statement. Limit your conclusion to no more than five lines.
The typed paper is to be submitted via dropbox in APA format with at least 1700 words of text excluding titles citations etc. APA has 12 point Times font double spacing normal margins. The title page must have your Title of paper your name course title date. The title page and citations pages do not count toward the 1700 word requirement. Submit as a doc or odt file. Other file formats cannot be accepted. Again late submissions are not accepted.
Do not write the paper in first person (I). Do not write a history or mere description of the social security program or healthcare act.
This must be your writing. No cutting and pasting from the internet or any other source. No quotes other than statistics are allowed.
ANY violation of these procedures will result in a very dramatic reduction in grade.
Meredith S. Murphy September 17, 2017
Working in Partnership with other Professionals in Health and Social Care Practi
Working in Partnership with other Professionals in Health and Social
Care Practice
Based on practice knowledge an essay using a comparative approach to
discuss multi-disciplinary / partnership working in at least two different
service areas such as:
An Acute Hospital
A Community Team
A Mental Health Service
An Older Persons Service
A Childrens Service
Etc.
The essay will require the student to relate Health and Social Care theory to practice
using their work-based learning/experience and to critically discuss the implications
for the delivery of services of working in partnership with other professionals.
Discussion should cover inter-disciplinary working and multi-agency collaboration
and the context of changing government policy
Specification:
A 2000 word essay covering the following areas:
1. Shows understanding of the concept of multi-disciplinary / partnership work
Z. Discusses how partnership working amongst professionals takes place in
one setting / service area and how it has been shaped by policy etc
3. Discusses how partnership working amongst professionals and others takes
place in at least on. -or setting / service and how it has been shaped by
policy etc.
4. Uses health and social care theory to compare different models of partnership
Working.
Meredith S. Murphy September 17, 2017
: Empowering Users of Health and Social Care Services Order Description ASSIGNME
: Empowering Users of Health and Social Care Services
Order Description
ASSIGNMENT
Introduction and background notes (vocational context)
You are a care worker in a residential home in the borough of Bexley. The service provider has
recently hired new care workers. Your line manager wants you to organise a week of induction for
them. The induction will include information on how to better empower service users using health
and social care services in order to maximise their independence. It is then essential for you as a
health and social care worker and all the new care workers to understand that the service they
deliver will enable service users to participate in the decisions that are made about their lives.
Task 1 LO1: Understand how the design and review of services promotes and maximises the
rights of users of health and social care services.
Scenario
At the start of the induction week Day 1 your care manager wants you to provide an information
pack. In the information pack the objective is to provide information for the new care workers how
services can empower service users within the setting.
What you must do
1.1 Explain how current legislations and sector skills influence organisational policies and
practices for promoting and maximising the rights of users of health and social care.
1.2 Analyse factors that promote and maximizes the rights of users of health and social care.
1.3 Analyse how communication between care workers and service users contribute to
promoting and maximising the rights of service users of health and social care services.
(Recommend words up to 1000 report)
Meredith S. Murphy September 17, 2017
Unit Title Facilitating Change in Health and Social Care Date Issued 19th Januar
Unit Title
Facilitating Change in Health and Social Care Date Issued
19th January 2015
Lecturer Name
FC Jan 15 Teaching Team Internal Verifier Name
IV Team
Rules and regulations:
Plagiarism is presenting somebody elses work as your own. It includes: copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort; copying another students coursework; stealing coursework from another student and submitting it as your own work. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the procedures set down by the College. Please see your student handbook for further details of what is / isnt plagiarism.
Coursework Regulations
1. Submission of coursework must be undertaken according to the relevant procedures whether online or paper-based. Lecturers will give information as to which procedure must be followed and details of submission procedures and penalty fees can be obtained from Academic Administration or the general student handbook.
2. All coursework must be submitted to the Academic Admin Office and a receipt must be obtained. Under no circumstances should other College staff accept them. Please check the Academic Admin Office opening hours.
3. Late coursework will be accepted by Academic Admin Office and marked according to the guidelines given in your Student Handbook for this year.
4. If you need an extension (even for one day) for a valid reason you must request one. Collect a coursework extension request form from the Academic Admin Office. Then take the form to your lecturer along with evidence to back up your request. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick. The completed form must then be returned to Academic Admin for processing. This is the only way to get an extension.
5. General guidelines for submission of coursework:
a) All work must be word-processed and must be of good standard.
b) Document margins shall not be more than 2.5cm or less than 1.5cm
c) Font size in the range of 11 to 14 points distributed to including headings and body text. Preferred typeface to be of a common standard such as Arial or Times New Roman for the main text and Justify margin.
d) Any computer files generated such as program code (software) graphic files that form part of the course work must be submitted either online with the documentation or on a CD for paper submissions.
e) The copy of the course work submitted may not be returned to you after marking and you are advised to have your personal copy for your reference.
f) All work completed including any software constructed may not be used for any purpose other than the purpose of intended study without prior written permission from St Patricks International College.
Outcomes and assessment requirements
Learning outcomes UNIT 26
On successful completion of
this unit a learner will:
Assessment criteria for PASS
The learner can:
LO1 Understand the factors that drive change in health and social care services 1.1. Explain the key factors that drive change in health and social care services
1.2. Assess the challenges that key factors of change bring to health and social care services
LO2 Be able to evaluate recent
changes in health and social care services 2.1. Devise a strategy and criteria for measuring recent changes in health and social care
2.2. Measure the impact of recent changes on health and social care services against set criteria
2.3. Evaluate the overall impact of recent changes in health and social care
2.4. Propose appropriate service responses to recent changes in health and social care services
LO3 Understand the principles of change management 3.1. Explain the key principles of change management
3.2. Explain how changes in health and social care are planned
3.3. Assess how to monitor recent changes in health and social care services
Merit descriptors Indicative characteristics Contextualized Indicative characteristics
M1
Identify and apply strategies to find appropriate solution
Effective judgment has been made.
Effective approach to study has been applied.
Has measured the impact of recent changes in the organisation against set criteria
OR
Has explained how changes in health and social care are planned AC 3.2
***Has submitted work by the agreed due date****
M2 Select /design apply appropriate method /techniques Relevant theories methods and techniques have been applied
Has explained the key factors that drive change in the health and social care organisation (AC 1.1)
Or
Has explained the key principles of change management (AC 3.1).
M3 Present and communicate appropriate findings The appropriate structure approach and range of sources of information has been used Has used appropriate structure approach and range of sources of information to answers each of the Assessment Criteria in Section A B and C.
Distinction Descriptors Indicative characteristics Contextualized Indicative characteristics
D1
Use critical reflection to evaluate own work and justify valid conclusions
Conclusions made through the synthesis of ideas against criteria. Has evaluated the overall impact of recent changes in health and social care (AC 2.3).
D2
Take responsibility for managing and organizing activities Substantial activities projects or investigations have been planned managed and organised
Has devised a strategy and criteria for measuring recent changes in health and social care (AC2.1)
OR
Has proposed appropriate responses to changes in health and Social Care Organisation (AC 2.4)
D3 Demonstrate convergent /lateral/creative thinking
Innovation and creative thought have been applied and problems solves Has assessed the challenges that key factors of change brings to health and social care (AC1.2)
Or
Has assessed how to monitor recent changes in your chosen organisation (AC 3.3)
Summary of grades
In order to achieve a pass in a unit all learning outcomes and associated assessment criteria have been met
In order to achieve a merit in a unit pass requirements achieved
all merit grade descriptors achieved
In order to achieve a distinction in a unit pass and merit requirements achieved
all distinction grade descriptors achieved
The College feels it is important that students develop good time management skills which will not only benefit them during their academic studies but also in future employment. We are in future therefore going to limit grades on work that is submitted late or very late to a pass grade even if the work itself is at a higher level. This is to ensure that all students are treated equally those who submit on time should not be put at a disadvantage by those students who take longer to submit the work but have the opportunity to gain a higher grade. The only exception to this are students who have verifiable extenuating circumstances.
Academic Administration WILL NOT issue extension forms to students unless they have written evidence from an official source which confirms the students inability to submit on time. This would need to come from e.g. a GP Council. Hospital etc. and must be relevant to the time when submission was due. So if the student was in Hospital 6 months ago this does not affect their current ability to submit.
Please DO NOT ask academic administration for an extension form unless you have verifiable evidence.
Assignment:
For this assignment you must effectively demonstrate your understanding and skills in facilitating change in Health and Social Care Organisations. To do so you must carry out the tasks below in relation to the CQC report for Royal United Hospital Bath NHS Trust (RUHB). Carefully read the CQC report for Royal United Hospital Bath NHS Trust (RUHB). The CQC reports showed a need for urgent changes in the Hospital. Then imagine that you are a Team Leader or Manager and you are responsible for facilitating change. You are required to identify and make required changes before the next CQC inspection. To carry out this task you must carry out research on relevant available literature / data sources to answer the tasks below. It is advisable that you consult relevant sources of literature and data (e.g. free NHS or CQC online reports and texts) on the organization to fully understand the context of change.
Please note: CQC report for Royal United Hospital Bath NHS Trust (RUHB) is uploaded on STP Online and can be found in the folder titled Royal United Hospital Bath Case Study for FC Assignment
Format: Written REPORT this will be in three sections TASK A B and C with each assessment criteria as a subheading.
Total word count: 3000 words +-10%
Task A (1000 words +- 10%)
In relation to RUHB CQC report
Explain the key principles of change management (AC 3.1; M2 M3)
Explain the key factors that drive change in health and social care ( AC 1.1; M2 M3)
Assess the challenges that key factors of change brings to health and social care services (AC1.2; M3 D3)
[To answer the above assignment criteria you need to explain the key principles of change management e.g. Reducing Resistance ADKAR Kubler-Ross Lewins model Kotter etc. to be considered for successful planning implementation and monitoring of change in RUHB (AC3.1). Identify the internal and external factors of change (AC1.1). You can use PEST Analysis or SWOT Analysis to illustrate the factors driving change in RUHB (this is optional). You should be able to show the potential Challenges of these factors for service users staff and the organisation why you identified these factors and some potential priorities for change (AC1.2).
Task B (1000 Words +- 10% )
In relation to RUHB CQC report
Explain how changes in health and social care are planned (AC 3.2M1M3)
Propose appropriate service responses to recent changes in health and social care services (AC 2.4 M3 D2 )
Devise a strategy and criteria for measuring recent changes in health and social care ( AC 2.1 D2M3)
[To answer the above assessment criteria explain how you can plan change to meet the change priorities you identified earlier in RUHB (AC3.2). You are to propose/implement the changes that are needed in RUHB in respond to the recent changes highlighted in the CQC report (AC2.4) You have to devise own criteria and strategies to show how you will measure the impact of recent changes which you have implemented in RUHB for all the different stakeholders (AC 2.1)] Task C (1000 words +- 10%)
In relation to RUHB CQC report
Measure the impact of recent changes in health and social care services against set criteria (AC 2.2 M1 M3)
Evaluate the overall impact of recent changes in health and social care (AC 2.3 M3 D1)
Assess how to monitor recent changes in health and social care services (LO3.3 M3D3)
[To answer the above assessment criteria you should measure possible impacts both negative and positive of your implemented change on service users professionals and the organization to compare the options AC2.2. You should evaluate the overall impact both benefit and dis-benefit that changes (such as impact of PEST factors) can have on organization service users professionals in health and social care (AC2.3). And assess how the changes could be monitored during / after implementation using the performance monitoring tools AC 3.3. You need to read and research extensively into the background RUHB type to understand the context of change and how change might be measured evaluated and monitored] Formative assessment
You will receive formative feedback and comments on your report which you must submit in Week 4 (Task A) Week 7 (Task B) and Week 10 (Task C). This can be shown to your lecturer as a printed version in class or emailed to your lecturer for one-to-one consultation. You will be given feedback on work you present formatively. Please use the feedback to improve on your work before your final submission.
Feedback
Strengths
Areas for Improvement
Lecturer Signature: Date:
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The post Develop an Action Plan This stage involves putting up a plan for the who what and where of the change process. It requires the identification of who is likely to guide the planning appeared first on Wise Papers.
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