Facilitating change in health and social care

health and social care
health and social care

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Facilitating change in health and social care


This paper evaluates the aspect of change in health and social care setting. Economic factors, operational framework, policy setting, and knowledge are highlighted as the core drivers of this change. Moreover, the paper evaluates not just the challenges brought about by this change but also its impact, and suitable service response mechanism. When it comes to essential principles of change management, PowerPoint presentation is employed.   Furthermore, planning of changes, monitoring process, the plan for determining current transformations, social care policy and benchmarks for measuring change are discussed.

1.1Main factors that lead to change

Change refers to the transformation from the current state to a preferred future state. The cycle of change is never ending in our organization. Some welcome and enjoy uncertainties it comes with it; others fear change because they think that something valuable will be lost, and they feel that change will bring unnecessary stress (Brown & Jones 2012). In health care and social services, care is about those who provide the service and those who need the service. People are receptive to impacts of change such as managers have to establish how changes will deliver intended care within the organization.

The main reason why change is always constant is because stimuli of change, as well as other factors that drive change, are economic factors, social factors, operational factors, change in policy, and technological developments. 

Economic factors

The cost of health services has been on an upward trend in spite of, the increased financing in the sector. For this reason, there is a need to reduce expenditures of the current services while looking for cost-efficient ways of delivering the services in the future. Of concern is to ensure that the skills of the existing workforce are up-to-date and specialization has to be enhanced.

Besides, cost reduction has to be maximized through the use of private and nonprofit, supplies (Hayes 2014). The rising user expectation also has to be addressed. This is because as roles develop, information becomes readily available meaning that a large group people will be able to quickly access the available information leading to more informed citizens on the services available.

Availability of information leads to a more informed choice. In other words, people will be in a position to analyze the risks involved, the value of treatment provided, and learn the long-term effects of the treatment method that they have chosen. This affects the demand for certain services and institutions depending on how people view them.

In a social point of view, consumers are encouraged to be active and choose how their needs will be met. This has been made possible through the provision of means for people to directly purchase services, meaning that intermediary parties have been eliminated. This option is boosted by the increasing number of individuals who understand their rights and what they are entitled to.

There is also an increase in the roles of women, and globalization of the medical sector has led to a changed workforce. These changes mean maintaining existing working patterns will be difficult to maintain. It also means that new ways of working will be created based on different career structures and patterns of recruitment. The mixed economy will also contribute to social care change.

This is further enhanced by the shift of authorities towards direct service provision. This method has enabled a shift towards efficiency and economy. Furthermore, it has led to the emergence of improved regulation due to improved knowledge, skills and training leading to long term changes.


With expanded knowledge, improved medications and new ways of doing things, expansion and improvement of services have been achieved. In areas such as drugs, the rate of change is slowing, while new discoveries are increasing. However, given the rising costs of healthcare, the expectation is that with the new developments and technological advancements, it will create new demand on available resources.

Innovations will strengthen or improve existing institutions. Expansion of clinical know-how boosts changes in health care. This is because increased specializations lead to improved healthcare and expands the range of roles leading to the development of new working opportunities.

Development of information technology has allowed professionals to search and present advice without the need for face-to-face consultation. Social care service provision widens staff groups which are providing specialized knowledge and skills. This leads to expansion of expectations, responsibilities, and requirements for new competencies and training.

Improved technology has led to new methods for storing and delivering information. The emergence of the internet has enabled people to do certain tasks online; thus, reducing the need for involvement of specialized staff. This gives them more time to concentrate on more complex care and management duties. Also, this has led to the increased number of individuals responsible for their care.

Operational Framework

Operating environment is also starting to change. For instance, the patient’s choice of where to be treated may undermine the financial position of health care provision centers. Likewise, the introduction of the private sector will, in the long run, affect the existing trusts and provide new opportunities for service delivery.

Policy Environment

Given the new regulations by the government aimed at improving performance, new ways of working and delivering care are evolving. Roles are changing as well as management and organizational structures. The need for improved performance occasioned by financial constraints is also bringing about change (Brown & Jones 2012). This is due to increased innovations in service delivery meaning that there is a continual change in professional roles. Policy changes are also reducing demarcation lines between different professional boundaries, making it much easier to effect changes. Increasing emphasis on interdependence has led to improvement in joint performance through joint monitoring and evaluation.

1.2Challenges and main factors of change

Inadequate capital affects final project outcomes owing to the costs related to the provision of social care service such as hiring new staff, acquiring new equipment, training, and staffing costs are significant challenges for health care provision. Staff resistance or difficulty in adapting to changes is difficult since workers are accustomed to certain ways of operating (Payne 2014). Switching to the new system could be very challenging to them. Political pressure can also compel the institution to achieve set targets.

The changing nature of healthcare comes with challenges and prospects. Staff training and the need for continued professional development are some of the challenges. Furthermore, maintaining quality health care and ensuring the safety of patients, requires extended care and meeting demands for integrated services. To reduce these challenges, there is need to increase the workforce, proper planning, and proper governance to enhance collaboration between administrators and medical providers 

Several opportunities will also come along health care transformation. The increase in skills depths provides advantages and serves to make use of skill mix and expertise in the team. This method also ensures proper staff utilization through identification of specialized knowledge and skills leading to proper utilization of resources (Kadushin & Harkness 2014). Better patient outcomes and more focused patient services, opportunities for development, and job satisfaction will be realized.

2.1Strategy and principles for assessing current changes

Making transformations in an organization involves the determination of the changes that worked and those that never worked; thus, leading to improvements. Therefore, it is expected that one collects data before, during and after the implementation to help measure the progress based on the set goals (Cameron & Green 2015).

Recognize the variables to be estimated and the data required. This relates to the kind of information to be analyzed such as staff attitudes, perceptions et cetera. Secondly, decide the best tools for data collection and develop the best ways to collect them. Thereafter, choose the best tools depending on information required such as the need to know staff attitudes by analyzing members of staff through individual interviews or groups.

Training the personnel is important in developing methods to allow for valid, reliable and accurate data collection.  The information gathered should be organized not just in a systematic way, but by considering the purpose, and technique for efficient data collection.  The data is then analyzed to understand the scale, nature, and the cause of a problem.

2.2. The impact of recent changes

Owing to improved health care standards, and increase population in will be experienced leading to congestion. This change will occasion improvement of transport systems due to the changing demands. The increase in the number of young people requiring social and health care will exert pressure on the providers of social amenities (Brown & Jones 2012)

Owing to the improved standards of living, higher wages are demanded to provide for the increased cost of living. This also means an additional charge for personal care. Improved health care means improved well-being and improvement of the quality of life. This is associated with delivery of high-quality primary care, better access to medical services, improved patient participation through tailored services, and continuity of attention.

Moreover, this will also lead to improved skills while making services available within the community. Collaborative working means provisions of full range services while utilizing available resources, getting access to a larger population leading to improved income generation;  hence; increased profitability.

2.3. The effects of current change in health and social care

Organizational transformations can lead to improved efficiency. This can be achieved by meeting set goals. All agencies should strive to be more efficient following modifications. This is connected to the utilization of available resources to attain the desired output. It also refers to resources utilized by a firm to generate the desired productivity.  Efficiency in organizations maximizes resources during production without wastage (Bourke et al. 2016)

Reduction in cost benefit is geared towards overall cost reduction. Benefits or outcomes should be more than costs incurred to achieve that end. Whether the organization aims to make profits or not, the total cost should be balanced with the outcome of the service so as to be viable. 

Referral in health care refers to the process of transferring patients from a low cadre hospital to a high cadre hospital for further treatment. This referral rates can be used to measure the effectiveness of a hospital based on the number of referrals done to a  high cadre hospital vs. the number of cured patients (Kadushin & Harkness 2014).                                                

This is often done through restructuring and training to improve their skills and technical know-how. The time the patient waits to be attended to is a significant method to evaluate impacts of changes in a health facility. Minimal waiting time indicates speedy patient care administration and by extension faster service delivery and timely intervention.

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2.4. Suitable Responses to recent changes

There should be improved employee participation through the creation of employment opportunities. The management should conduct proper staff training on different technologies. There should also be a change in the structure of the Directorate; new employees should be hired to handle the increased work occasioned by improvements and introduction of new facilities.

There should also be a change of equipment to handle new developments meaning new manpower should be hired to manage or train staff on how to handle new equipment (Cameron &Green, 2015). There should also be a change in service delivery and communication owing to improved facilities.

Local authorities should ensure that people are advised correctly to make good decisions about care and support and the range of available support providers. They should also promote caregivers, children, and families.

3.1. Fundamental principles of change management using Power Point Presentation

3.1.1 Address the “human side” systematically.

Any transformation creates issues touching people. New jobs will be set up new skill and capabilities will be required. Dealing with such changes requires the involvement of leadership, engagement of key stakeholders and leaders.  

3.1.2 Start at the Top.

CEO is seen as the main point as everybody looks to him for strength, support, and direction. Leaders should, therefore, embrace new challenges so as to motivate the rest of the institution. The executives should work together to get the best success.

3.1.3 Involve Every Layer.

Changes affect all sections in the organization and as such training must align individuals to the mission and vision of the organization with the bid of make change happen.

3.1.4 Make the Formal Case.

Legal case allows for creation and alignment of leadership. This is achieved through confronting reality, developing a faith that the company has a healthy future, and provides a clear roadmap that will guide behavior and decision-making.

3.1.5 Create Ownership.

Leaders should accept responsibility in all areas under their control. This achieved through involving people in all the processes and reinforcing by use of incentives and rewards.

3.1.6 Communicate the message.

Communication provides employees with the right information at the right time, and they get their feedback through various channels.

3.1.7 Assess the cultural landscape.

Effects of cultural change should be identified early and addressed to avoid backlash at later stages.

3.1.8    Prepare for the unexpected.

This is achieved through continual assessment of impacts and the willingness to adapt to transformation

3.1.9.    Speak to the individual.

This is intended to educate employees on the intended effects of change constituted, how it will be measured and what success or failures will be expected. By so doing, it will make people aware of the coming changes, and they feel involved in the change process.

3.2. Planning changes in health and social care

Planning for change in health and social care is necessary for continuity of the organization. Any projected effect should be expected. Detailed plan including support after implementation should be documented to ensure that the project is implemented successfully. There is also the need to think of possible mishaps that can occur after implementation. Possible mitigation strategies should be developed to counter the mishaps.

During planning, the goals of the organization are identified, goals are set, tasks are outlined, and schedules of how to accomplish those tasks are developed. It also involves deciding what to do, how, and who will do the tasks. This stage assists in determining the direction of the project (Bourke et al. 2016).  Planning also includes defining the  health tribulations within the society, identifying needs that have not been met, analyzing the resources to meet them, setting goals, and setting action plans for the accomplishment of those programs. Planning also involves establishing policies, programs, objectives, schedules, and budget.

When planning, the following factors, and methods can be considered: stakeholders, staff, management styles, consultation, and communication. All these factors should be aimed at improving health outcomes to reduce inequalities in health and produce effective approaches of care. The change has to be clinically-based; hence, each proposal should then meet the local status. Therefore, the senior management should be at the forefront of the design and development, and patients and members of the public should also be engaged. Local authorities are relevant stakeholders and they can be integrated when planning.

3.3. Monitoring recent changes

To evaluate changes, it is crucial to start with weighing the evidence against each other as this is the best way for determining change.  Several changes exist such as transformational, incremental; episodic, planned, and continuous changes. These changes may be considered by evaluating research, surveys, and sample assessments (Valentin, Schepman & Brinjzeels 2013).  Data collection may be based on people’s opinions regarding on what they view to be the truth, beliefs in what people know, preferences in what they choose, behaviors in what they do, and attitudes in terms of what they need.

Basic questions can be asked that are based on opening response, closed response through different scales that are agreeable, and ranking scales. When reviewing change through the survey, rewards and costs have to be taken into account; People should be more willing to help in evaluating the impact if there is a reward. Reliability and validity should be considered when reviewing the change.

Sampling technique is another method that can be used to monitor and evaluate the change.  This approach provides sample statistics for classifying the targeted people through obtaining controllable objects of study and quantitative representation of resident’s distinctiveness.

Group forums can also act as a basis for reviewing changes in social care services. This platform ensures discussion is carried out either online or through gatherings. Through this avenue, messages are posted and people can hold conversations regarding different topics. Through group feedback, it makes it easy to learn and assess the effect of health services.

Monitoring also ensures the improvement of essential functions in the implementation of health services. It enables one to determine if the service is meeting the set objectives, identify program challenges and benefits, and areas to be revised. This is achieved through analysis of program domains.


The paper has sought to assess the current transformations in health and social care settings. Economic factors, operational framework, policy environment, and knowledge were seen as the underlying factors that drive healthcare and social change. While the challenges and impacts of the change process were evaluated, effective service response mechanisms were proposed.

Essential principles of change management were presented through Microsoft PowerPoint application. In the end, the paper highlighted planning, monitoring, strategy for quantifying change, social care policy, and tools for measuring change.


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Cameron, E. and Green, M., 2015. Making sense of change management: a complete guide to the models, tools and techniques of organizational change. London: Kogan Page Publishers.

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Hayes, J., 2014. The theory and practice of change management. Basingstoke: Palgrave Macmillan.

Swayne, L.E., Duncan, W.J. and Ginter, P.M., 2012. Strategic management of health care organizations. New Jersey: John Wiley & Sons.

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