PEST Analysis And Recommendations For Dementia UK’s Respite Care Home In Southwark Borough Of London

Overview Introduction

Dementia UK consists of specialist’s services towards those suffering from or affected with Dementia conditions (Ho, 2014). Dementia UK offers emotional support coupled with care to service users. They also provide additional carers of families home outreach services, telephone helpline, email support and information and online resources. Dementia UK has resources focused on treating and providing support to patients suffering from the conditions as well as to their families. They have GPs and admiral nurses who diagnose the illness and then provide treatment according to it. All services at the organization are catered to by specially trained Admiral Nurses at its center. Dementia UK is considering opening a respite care home for service users and their families in Southwark Borough of London (Curtis & Davies, 2011). The facility would offer service users to stay at their respite home for promoting their independence and giving time to their families of the service user support. As an external consultant, an opinion regarding viability of the extended services is considered by means of PEST analysis.  Suggestions for expansion including Kotter’s steps of change are incorporated for the purpose of managing this expansion. The scope of this report encompasses analysis of Dementia UK services in Southwark Borough of London.  

In order to set up service centers at any particular location, there are several attributes that need to be considered. A comprehensive PEST analysis will help reveal aspects of the Boroughs influential factors there (Gorran Farkas, 2013). PEST is an abbreviated form for political, economic, social and technological factors analysis as conducted for this study.   

Political Factors:Southwark is situated on the Central district of London and is almost 2.4 east of Charing Cross. The Borough along with the Bankside Community Council responds to Southwark electoral wards of Chaucer and Cathedrals.  Southwark comprises of a vibrant and young population of 310,000 people. It is considered to be the 40^th most deprived Local Authority in England inspite of having an affluent south and north edge in the borough. There is a large influx of tourists and other visitors that travel to the borough. Mental Health especially Dementia has been considered to be the single largest disability in UK. It has been diagnosed that people affected with mental conditions can be at any stage in their lives including adults, teenagers, children, mothers and other older people. It was estimated that one amongst four adults will suffer from a mental health condition with 2 suffering from dementia. People suffering from mental health conditions almost amount to 63,000 people in the region. Primary aim at Southwark is to achieve sustainable mental health system with high quality and responsive services. Primary aim of CCG is to cater to people affected with dementia within the local population without any discrimination or stigma. CCG focuses on developing newer methods of working with innovative and transformative approaches. They aim at leveraging locally present assets and communities for improvising mental wellbeing for the whole borough.   

PEST Analysis

With maximum demography of the population being above the age of 56 years, dementia represents a considerable threat in the area (Kauškale & Geipele, 2017). There are a large number of patients along with service cares offering services to patients and their families for dementia care.  The Counselor in Southwark Borough has special consideration for caring towards dementia patients. The clinical Commissioning Group (CCGs) was created to follow the Health and Social Care Act in 2012, replacing Primary Care Trust. Primary aim of this trust was to provide best possible health outcomes for local population in any given area. They consider evaluation of local   needs and priorities for providing them services in health care.      

CCG’s Joint Strategic Needs Assessment (JSNA) is aimed at providing health and wellbeing in Southwark. With JSNA aims in mind, they not only ensure better imitation of health programs rather they support in detecting and treatment of long term dementia management and support. Dementia was named as being one of the greatest global challenges for health and social care. In Southwark in the year 2015-2016 dementia prevalence amongst residents of 65 years and above was almost 4.5%. The figure was similar to national average of London of 4.3% and 4.5% respectively (Kolios & Read, 2013). Southwark Public Health along with key partners is developing strategies that can help overcome the conditions and provide life-long support in management and wellbeing. Necessary legislation is being accommodated post CCG establishment of JSNA for catering to services in the area. NHS England’s Five Year forward View for Mental Health (FYFV-MH) established in February 2016 includes new set of actions and investments.   

Economic Factors:Southwark Borough receives GBP 914, 616 as a project allocation from NHS for the purpose of enriching lives in the area. Moreover, Southwark Clinical Commissioning Group (CCG) is provided with certain sum of money by the Government every year for the purpose of catering to health care for every individual living in the area and is registered with borough doctor. There are also provisions for making individual fund requests for medical treatments that are outside treatment facilities provided in Southwark. The below table examines amount of funds that are allocated for overall mental wellbeing of individuals in the region. It has been assessed that a total of GBP 53,389,498 is allocated for treatment of mental health and providing support and care to patients.

Social Factors:Southwark Borough in London has similar number of cases as compared to the national average. With increasing number of patients in the area being old aged and suffering from mental health conditions of dementia, there is a growing need for support services for families and individual patients in the area. With aging population in the area, there is a significant increase in health issues connected with mental illness especially dementia in the area.   

Political Factors

Working of CCG is aligned with NHS England’s Five Year Forward View for Mental Health (FYFV-MH). It acts in accordance with the Care Act 2014 that provides various aspects of ways social care support can be rendered. The Care Act 2014 is focused on ways and means by which care for support for people suffering from dementia can be catered to. NHS established the Mental Health Taskforce  that was specially designed to take care of the mental health challenges in the UK. Local Policy context that is applicable in the Southwark region encompasses The Southwark five Year Forward View of Health and Social Care (2016/17-2020/21). This specific set of guidelines provides emphasis on the population compared to the providers, it also has its focus on the total system of value and on ways care is rendered. Dementia UK has capability to provide care in Southwark Borough through online services as well, which is an added advantage in the region. All policies that are implemented make sure that the resources within Southwark are fully utilized to render specialized care to patients.
The policy allows building joint report on mental health provisions along with devising recommendations accommodations. There are additional 33 additional recommendations that are provided by the Council’s Education and Children’s Services subcommittee and the Healthy Communities subcommittee of Southwark Council. Operations of health services as Child and Adolescent Mental Health services (CAMHS) provide similar support to children and adolescent suffering from dementia or other mental health condition. Another plan that is focused on providing benefits to patients suffering from mental health conditions is Southwark Local Transformation Plan for Children and Young People’s Mental Health. There has been identified a range of local priorities for mental wellbeing  by the Southwark Health and Wellbeing Board as they have identified in their Southwark CYP Health Education and social Care Strategic Framework. All these identified and set priorities are developed so as to achieve mental health wellness amongst local population.

Technological Factors:Southwark London has services in health care and support systems that offer face to face services. All services being limited to patient’s face to face interactions, there remains low amount of chances to provide support services to families. Technological development in the area has been significant and has kept up with national average scores. However, there are currently services unavailable that provides online assistance to patients. Certain services are trying to establish technological modes to cater to increasing number of patients in the region, such that they can easily obtain their care sitting at the comfort of their homes only.

Conclusion Kotter’s Steps

Analysis of relevant PEST from Southwark Borough in London reveals significant opportunities for Dementia UK to expand its services. The organization will receive significant amounts of funds hence will be able to cater to patients in the area easily (van Wijngaarden,  Scholten & van Wijk, 2012). Moreover, technological adaptation by the organization will enable it to expand its services easily such that it can cater to increasing number of patients and support services to their families. The organization need to adopt certain recommendations as;

• It needs to approach CCG to obtain funds for setting up the organization and cater to a number of patients in the area. Informing CCG and obtaining funds on basis of JSNA program will allow better expansion of the project and hire capable Admiral Nurses to provide support and care to patients in the area.
• The organization can be set up in Tower Hamlet area; it will offer affordable rates of establishments. It has direct control from London Mayor, hence there will be ease of operation and obtaining funds from it.
• The services need to encompass family support along with individualistic care for patients suffering from the condition.

Accommodating in Kotter’s will allow suitable expansion to take place in the area (Appelbaum et al, 2012). Kotter provided an 8 step change process that can allow an organization to accomplish expansion in an easy manner. The following are some of the steps that helps accomplish expansion for the organization.

• Increase Urgency:Dementia UK needs to create a sense of urgency amongst its employees and management such that they can help in catering to services in Southwark borough. Through a communication procedure, opportunities that exist in creating a service extension in Southwark will be highlighted. A comprehensive PEST analysis will allow understanding opportunities that already exists in the area such that Dementia UK can cater to it. Moreover, the organization provides a unique type of care facility that is not present amongst other organizations in Southwark.      
• Building Guiding Team:Every expansion requires a guiding leader along with key stakeholders who can participate for initiating expansion process (Sato et al., 2010.). A discussion will be initiated amongst various stakeholders within the organization in order to understand their involvement and engagement towards the expansion process. Weak areas that are present within the organization that might deter it from expanding will be analysed from varied levels of the organization. Dementia UK   has a single weak point that it does not cater to all types of mental illnesses rather caters to only dementia patients. 

• Developing the vision:Core values of Dementia UK have to be determined for deciding on the ultimate vision and strategies for the new establishment. Vision will need to be connected across to critical aspects of performance reviews and training especially for Admiral Nurses present in the current organization, need to be considered for shifting to new establishment base upon their performance. Training of additional nurses has to be conducted to allow expansion of the service in an easier manner. Therefore, all stakeholders relevant to the organization have to be considered and involved with to allow for greater consideration.       
• Communicating Vision:Communicating vision within the entire organization of Dementia UK is a critical and powerful tool (Gupta, 2011). It allows all stakeholders to be convinced based on the vision decided and then follow them accordingly.  
• Empower Action: This step includes removal of obstacles by aligning with organization’s vision. Stakeholders or other people who are resistant to the change process need to be identified and then such obstacles need to be get converted into a process of change. Any individual within the organization who is able to endorse the change process and provide support to it will be rewarded for attaining targets.
• Create Short Term wins:Initiating a sense of victory at early stages of the expansion stage will provide short term achievable targets. It will allow lesser probabilities of failure and is a less expensive method that can be accommodated. Any individual who is able to identify any particular aspect that is needed to accommodate change process will be rewarded effectively.

• Don’t Let Up:A continuous process has to be initiated that allows encompassing of expansion processes. The organization will set up continuous evaluation and monitoring stages that will aim at continuous development of care for patient services and their families. Moreover a strategy for technological catering to a number of patients will be accomplished by means of continuous monitoring and development of services.    
• Make Change Stick:Expanding and setting up a new organization in Southwark borough London might seem to be a difficult aspect but it can be accomplished (Campbell, 2008). Expansion and accommodating of patient related services and standard care need to be the central vision and all strategies need to be developed focused on it. Employees especially Admiral Nurses need to continuously support change model that has to be catered in the area for supporting the new organization according to JSNA.    

Reference Lists

Appelbaum, S.H., Habashy, S., Malo, J.L. and Shafiq, H., 2012. Back to the future: revisiting Kotter’s 1996 change model. Journal of Management Development, 31(8), pp.764-782.

Campbell, R.J., 2008. Change management in health care. The health care manager, 27(1), pp.23-39.

Curtis, G. and Davies, C., 2011. Academic libraries of the future. Final Report.

Gorran Farkas, M., 2013. Building and sustaining a culture of assessment: best practices for change leadership. Reference services review, 41(1), pp.13-31.

Gupta, P., 2011. Leading innovation change-The Kotter way. International Journal of Innovation Science, 3(3), pp.141-150.

Ho, J.K.K., 2014. Formulation of a systemic PEST analysis for strategic analysis. European academic research, 2(5), pp.6478-6492.

Kauškale, L. and Geipele, I., 2017. Integrated approach of real estate market analysis in sustainable development context for decision making. Procedia Engineering, 172, pp.505-512.

Kolios, A. and Read, G., 2013. A political, economic, social, technology, legal and environmental (PESTLE) approach for risk identification of the tidal industry in the United Kingdom. Energies, 6(10), pp.5023-5045.

Sato, S., Lucente, S., Meyer, D. and Mrazek, D., 2010. Design thinking to make organization change and development more responsive. Design Management Review, 21(2), pp.44-52.

van Wijngaarden, J.D., Scholten, G.R. and van Wijk, K.P., 2012. Strategic analysis for health care organizations: the suitability of the SWOT?analysis. The International journal of health planning and management, 27(1), pp.34-49.

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