Nhs Toolkit Case Study Analysis Case Study
Excerpt from Case Study :
SWOT of King Edward Hospital NHS Trust.
The trust had already developed benchmarking practices to evaluation of its hospital' systems, so that data germane to the new initiative was supported by an existing pilot, Hospital Emergency Care Collaborative (HECC), a target study of discharge procedure, and particularly informative to interpretation to the delineation of points where 'value' disappeared during the course of the patient journey. As a 'transfer initiative' modeled after Social Service program assessment, HECC was refocused as a Premier Project with risk reduction to finance and patients in mind. Incorporation of the SWOT and known assessment criterion from the HECC informs the PESTLE organizational analysis in Table 3.
Table 3
PEST / PESTLE Analysis of King Edward Hospital NHS Trust, UK
Date of Analysis 10.11.2010 view
PESTLE Analysis factors
Your notes
Potential Impact:
Implication and importance
Review of feasibility and implementation of the admission-to-discharge case at King Edward Hospital NHS Trust, UK.
The following is intended as a strategic insight study and contributed to Six Sigma assessment of the 'total' organization.
H - High
M - Medium
L - Low
U - Undetermined
Time Frame:
0-6 months
6-12 months
12-24 months
24 + months
Type:
Positive +
Negative
Unknown
Impact:
Increasing
Unchanged =
Decreasing <
Unknown
Relative Importance:
Critical
Important
Un-important
Unknown
Political - SWOT
Trading policies
Funding, grants and initiatives
Governmental leadership
Government structures
Internal political issues
Shareholder / stakeholder needs / demands
Allocations were critical to mandate of the NHS 'reinvestment' strategies. NHS hospitals like King Edwards Hospital Trust were realigning strategies in an effort to curb spending.
While stakeholder interest included traditional interests of CEO/CFO and political representative, 'value' was placed on patient care and long-term institutional sustainability.
Nurses are seen as the solution to the crisis.
H
24+
P
Critical
Economic - SWOT
Home economy situation
Home economy trends
Overseas economies and trends
General taxation issues
Taxation changes specific to product/services
Seasonality/weather issues
Market and trade cycles
Specific industry factors
Market routes and distribution trends
Customer/end-user drivers
International trade/monetary issues
Disposable income
Job growth/unemployment
Exchange rates
Tariffs
Inflation
Interest and exchange rates
Consumer confidence index
Import/export ratios
Production level
Internal finance
Internal cash flow
The challenges faced by the NHS Trust staff were driven by patient and fiscal drivers.
The institutions were under duress to respond to overcrowding.
Change management strategies were met with varied support, yet all participants agreed that despite imperfect solutions that something had to be done.
Productivity was halting in the hospitals due to a number of informatics mismanagement errors or inefficiencies. The current legacy architecture would be upgraded in accordance with NHS standards of data management, but the time lapse between proposal and actual database reconfiguration, not to mention training put the hospital institutions on a slower than desired plan of action.
H
24+
P
Critical
Social - SWOT
Consumer attitudes and opinions
Media views
Law changes affecting social factors
Brand, company, technology image
Consumer buying patterns
Major events and influences
Buying access and trends
Ethnic/religious factors
Advertising and publicity
Ethical issues
Demographics (age, gender, race, family size,)
Lifestyle changes
Population shifts
Attitudes to work
Attitudes to people doing certain types of work
Occupations
Earning capacity
Staff attitudes
Management style organizational culture
Changes to education system
The social inferences to decision making in the NHS Trust were largely defined by social policy enforced by Parliamentary legislation.
Legal changes were a key external factor, and demographic elements of population growth and increase in patient waitlists in certain areas of clinical treatment have prompted attention to the forthcoming changes with the NHS policies.
Staff attitudes were reflective of older values attributed to standing NHS organizational culture. New values must be incorporated into the Nurse-Led change management initiatives which will ultimately transform the procedural strictures of how patient journeys are managed.
M
24+
P
Important
Technological - SWOT
Competing technology development
Research funding
Associated/dependent technologies
Replacement technology/solutions
...HAI are a distinct area of concern within HAI policy presently, and the UK expends approximately £1 billion annually combating infectious risk.
Patient-client value as asset to the Trust was at a critical state, with complaints of delayed admissions and confusion regarding testing and aftercare.
1)
2) Environ
H
24+
P
Critical
Table 3. Pestle/SWOT analysis of King Edward Hospital NHS Trust (RapidBi, 2010).
Summation to the findings of the King Edward Hospital NHS Trust SWOT informed PESTLE analysis is as follows:
Political - implications fostered by forthcoming restrictions to Allocations were critical to mandate of the NHS 'reinvestment' strategies. NHS hospitals like King Edwards Hospital Trust were realigning strategies in an effort to curb spending. While stakeholder interest included traditional interests of CEO/CFO and political representative, 'value' was placed on patient care and long-term institutional sustainability. Nurses are seen as the solution to the crisis;
Economic - challenges faced by the NHS Trust staff were driven by patient and fiscal drivers. The institutions were under duress to respond to overcrowding. Change management strategies were met with varied support, yet all participants agreed that despite imperfect solutions that something had to be done. Productivity was halting in the hospitals due to a number of informatics mismanagement errors or inefficiencies. The current legacy architecture would be upgraded in accordance with NHS standards of data management, but the time lapse between proposal and actual database reconfiguration, not to mention training put the hospital institutions on a slower than desired plan of action.
Social - inferences to decision making in the NHS Trust were largely defined by social policy enforced by Parliamentary legislation. Legal changes were a key external factor, and demographic elements of population growth and increase in patient waitlists in certain areas of clinical treatment have prompted attention to the forthcoming changes with the NHS policies. Staff attitudes were reflective of older values attributed to standing NHS organizational culture. New values must be incorporated into the Nurse-Led change management initiatives which will ultimately transform the procedural strictures of how patient journeys are managed.
Technology - emerged as a key concern to the rehabilitation strategy that lay before the NHS Trust hospitals. Still struggling with legacy systems, hospital staff found themselves subject to a range of procedural complications that delayed patient processing in the system. Better it systems architecture and software was recommended as solution, yet with obsolescence in healthcare informatics comes responsibility in other areas. Operations, research and innovation, logistics, partnership referrals, patient record and education, and the entire scope of intra-hospital communications must be changed in order for legacy systems issues to be transformed in actual practice.
Legal -- factors are legislative policy mandates, with certain regulatory compliance to follow. Legal interests are precursor to the case.
Environmental -- interests are two-fold and relate to risk management: 1) Environmental Health; and 2) Impact on Value. Hospital Acquired Infections (HAI) presented a significant challenge to the admission-to-discharge initiative. HAI are a distinct area of concern within HAI policy presently, and the UK expends approximately £1 billion annually combating infectious risk (Aziz, 2009). Patient-client value as asset to the Trust was at a critical state, with complaints of delayed admissions and confusion regarding testing and aftercare.
Conclusion
At a time when UK NHS has done much to promote artificial intelligence as viable solution to informatics flow in Britain's healthcare institutions, it is not surprising that since the…
Sources Used in Documents:
References
Aziz, a.M., 2009. Variations in aseptic technique and implications for infection control. British Journal of Nursing 18.1, pp. 26 -- 31.
Barsoux and Gilmartin's, 2007. Leading Hospital Change: Improving Hospital Performance. London: Insead.
Goffee, R. And Jones, G., 2000. The Character of a Corporation: How Your Company's Culture Can Make or Break Your Business. London: HarperCollins Business.
Kotter, J.P, 2002. The heart of change: Real life stories of how people change their organizations. Boston, MA: Harvard Business School Press.
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