Marketing Analysis for Organ Transplant Foundation of Western Australia - Case Study Example

Topic: Marketing Analysis for Organ Transplant Foundation of Western Australia TABLE OF CONTENTS 1.Factual background of the organization 1 2. Overview of Internal and external environment 3 2.1. Internal environment (SWOT Analysis) 3 2.2. External Environment (PESTEL Analysis) 5 3. Organization’s mission, vision, goals and strategies 6 4. Issues facing the organization from client’s perspective 7 5. Working structure for the consultancy 8 6. Budget and initial ideas that would be implemented in the organization 9 Figure 1. A table of financial Allocation for organ donation and transplant process. 10 7. References 10 1.Factual background of the organization The Organ Donation and Transplant Foundation of Western Australia is a corporate West Australian voluntary organization that operates as a charity organization. It specializes in services that promote organ and tissue transplant and donation (Woodside, Arch and Drew Martin, 2008). It accomplishes these roles by engaging the residents in programs, promotional events and networking activities that assist the residents understand the benefits of organ and tissue transplant. This ensures people who need these organs and tissues are able to get them without scarcity, thus saving their lives. The main roles of the organization are divided into five key areas. This involves community education and engagement where organ and tissue donation is enhanced in the community by educating the residents about the benefits of organ and tissue donation. They also collaborate with NGO’s and other interested parties such as state organs and organizations that support organ and tissue donation to promote the practice of donation of these organs and tissues. They also support and advocate for networks involved in donation of organs and tissues and transplant activities (Smith, Aaron, and Bob Stewart, 1999). This ensures these organizations are able to access people who are possible donors of these organs and tissues to be used to save lives of those who need them. They also participate in hospital development, enhancement of consultation and education recognition of professionals involved in Health care activities. The organization also creates and maintains websites and enhances online services and promotes interaction to maximize the process of educating the public and creation of additional support networks. The main source of work for the organization is voluntary work from members of the community as well as investors who are willing to invest into the WA community. Those who intend to work for the organization are trained on the vision, mission and purposes of the Organ Donation and Transplant Foundation of Western Australia and provided with the skills useful to carry out their work. Organ and tissue donation activity is a community service that assists in saving lives and improving the quality of lives of the community by assisting in contribution of organs at reduced costs (Smith, Aaron, and Bob Stewart, 1999). This is because the community needs organizations that show leadership on significant health and social difficulties by provision of funds, organization of special events, marketing of activities of the organization, creation of public relations and advertising. It also uses the voluntary services of web designers and IT experts. 2. Overview of Internal and external environment 2.1. Internal environment (SWOT Analysis) The main strengths of the organization include the use of donor coordinator models that depend primarily on off-site state organizational program officers. The organization has a team of dedicated organ retrieval experts who work as nurses, surgeons that serve specific geographic regions (Nah, Fiona Fui-Hoon, 2002). The dedicated organ retrieval team is ensuring that high quality organs are retrieved that results into improved patient outcomes. This team of employees enables timely response based on variability of retrieval process; it also ensures medical specialists are freed to focus on other patients. There is also proper resourcing of organization and infrastructure. Infrastructure in Australia is currently under reform and includes establishment of national organ donation agencies and provision of funding for medical leadership positions. The other strength is that the organization has employed dedicated organ donor coordinators within the donor hospitals to assist in carrying out coordination activities such as provision of support for families during consent process and assisting in management of activities and monitoring donors, provision of education health care about donation processes (Mackinnon and Laurel, 2003). The professionals will be able to establish a profile for organ donation in hospitals, allow relationship between departments and disciplines recommended for donation, provision of resources required during education of other hospital staffs and assisting in building and sustaining culture of donating organs and tissues. The other strength is that other staffs will be relieved of duties that are not their own. Furthermore, the organization is equipped with highly trained coordinators who are deployed to provide donation related services for a number of geographic areas and groups of health institutions. These coordinators may work on full-time or part-time basis and fulfill the functions of approaching and providing support services to families. The main weakness is that there will be a mass of potential donors required to maintain skills that justify investment and it will be necessary to deploy coordinators to support additional programs. In addition, the process of using organ coordinators may not be successful in smaller hospitals. There may also be additional costs involved and there might be lack of consideration of donation as a responsibility among other staffs (Knapp and Michael Chris, 2011). The other weakness is that the organization does not have sufficient funds to assist in its activities and additional funding will be required to conduct education in areas where there are no regional coordinators. There is also the need for critical mass of potential donors to justify investment and ensure the expertise of team members is justified and also reduces the participation of in-hospital experts to support organ donation. The main opportunities for the organization include a national organization that will assist I provision of leadership, policies and direction and coordination. The organization is also creating new national organ donations networks and providing leadership in medicinal services and reporting to medication directors throughout all the states to CEOS of areas of health jurisdictions and the national authority. The organization also intends to make better use of dedicated organ-donation specialists whose work is significant in assisting hospital teams in emergency departments and the ICUs. The organization also intends to provide additional funding for staffing, beds and other infrastructure costs related to organ and tissue donation. The main threats include the possibility of hospitals or provinces whose main employees are off-site coordinators who are unwilling to change (Hudson, 2004). There might be the need to include additional funding for areas where there are not enough coordinators. The organization may also experience possible resistance from hospitals and transplant surgeons who have established retrieval services. It will also be difficult to reach an agreement on the number and location of teams. In addition, a huge cost will have to be incurred during implementation if resources cannot be redeployed. 2.2. External Environment (PESTEL Analysis) This analysis involves a study of political, economic, social, technological and legal conditions that affect the functions of the organization. Some of the political conditions include the following. A committed government to reduce public spending and focused on negotiating contracts The Department of Health provides support for activities of the organization by financing donation Government provides additional services across the organization by while doctors are put in charge of health facilities according to social health recommendations of Australia (Henry, 2008). Some of the economic conditions that affect the activities of the organization include the following. There is a possible recession in economy of Australia for the foreseeable future thus there might be low possibility of government IT contracts to organization Many government Health facilities have aging legacy systems and it will be necessary to replace these at some points. Some of the social conditions that will affect the activities of the organization include the following. There are diverse range of populations that will affect the operations of the organization such as various types of patients such as the obese, diabetic patients and aging population that create demand for donation and transplant of organs The existence of people with diverse needs provide the need for provision of an integrated service such as organ donation and transplant and scheduling of care (Fortenberry and John, 2010). Some of the technological conditions that will affect the operations of the organization include the following. There are portals used within the health institutions that assist in accessing patient information The process of developing business intelligence will ensure data repository such as optimizing patient’s medication is not optimized Advances in technology such as telemedicine are being involved in treatment processes and will facilitate organ donation and transplant processes. 3. Organization’s mission, vision, goals and strategies The vision of the organization is to act a leader in improvement of organ and tissue donation and transplant to ensure all members of the society who need organ transplant are served. The organization intends to provide people with information regarding help such as those who need to be provided with organs to save their lives by providing easy access to these services and saving more lives (Carlsen, Jack, and Stephen Charters, 2007). The mission and values of the organization is to enhance and promote and develop a number of aspects of organ transplants and tissue donation and determine mechanisms for improving community awareness with regards to the significance of organ and tissue transplant and donation within the West Australian Community. This is aimed at enhancing the lives of people in west Australia by providing organ and tissue transplants and donations to people who have such problems. The strategy of the organization is to make good use of the available information regarding organ and tissue transplant to provide these services to residents of West Australia at favorable costs and effort. The goals of the organization include promotion of organ donation for transplantation as a method of treating many threatening illnesses such as heart diseases, kidney complications, liver diseases and cystic fibrosis (Analoui, Farhad, and Azhdar Karami, 2003). The organization also aims at educating and informing the community, patients and their families regarding organ and tissue donation to assist in improving rates of donation. The organization also aims at working in partnership with the Department of Health, members of the clinics committees and health professionals with the aim f promoting best practices and ensures any potential donor in a family is offered the chance to donate in a caring and respectful manner. It also aims at providing support, care and information as well as advocating for people with end stage failure of organs, donors who have already contributed to the activities of the organization and their families. 4. Issues facing the organization from client’s perspective There are certain issues faced by the organization based on the perspectives of clients. Most clients have explained that the organization does not have dedicated organ donor coordinators within the donor hospitals (Woodside, Arch and Drew, 2008). Thus the functions performed by these donor coordinators in donation activities such as approaching and supporting families during consent process, monitoring activities and coordination testing have not been effective. Other activities that have not been effective include packaging and transportation of organs and provision of health care about organ donation process. Most clients have explained that the organization does not have competent organ retrieval team such as nurses, surgeons and aesthetics who serve designated geographic regions. In addition, the organization lacks enough medical leaders for donation. Thus it has not been possible to work closely with UCUs, donation team and departments involved in emergency services to assists in coordination of organ and tissue donation process, and assist in development of clinical triggers and assist in building and maintaining the culture of organ donation in the hospital (Smith, Aaron, and Bob Stewart, 1999). Most clients have also explained that the process of allocating infrastructure to designated areas have not been effective and facilities such as ICU beds and time slots have not been effectively designed to assist in organ donation and transplant process or organ recovery. Clients have also observed that the organization has preference for other hospital programs in place of organ donation and transplant processes thus it has not been easy to maintain dedicated resources when they are not in use. Most clients have also observed that the organization has not identified adequate designated donation hospitals in geographical areas that provide donor management services (Nah, Fiona Fui-Hoon, 2002). The hospitals have not been resourced with the right number of staffs, ICU beds or space to assist in managing the level of potential donor activity within the area. It has also been observed that the process of paying hospitals for donor management for both actual and potential donors and recovery of the costs per case have not been efficient. Based on the amount of financial allocation within the receiving hospitals, it has not been possible to see the results of programs that support donation activities of the organization. In smaller donation centers, usually there is an insufficient amount to support donation activities without a base level funding. 5. Working structure for the consultancy The working structures for the organization will be divided into donation and transplant processes. In the donation processes, the main structure of consultation will involve intent and consent delivery from the clients who will be willing to provide the organs required for transplant. The regional health officer will then determine hospital where the client needs to be referred. The regional hospital manager will then be asked to provide consent for the donation process to be conducted in the hospital of interest. This will be followed by the management team of the organization determining donation process such as allocation of facilities and equipment. The recovery team will then conduct organ donation process and preserve the organ or tissues donated in the laboratories of the organization. During the transplant process, the donor transplant management committee will assist in identifying the referral hospital where an organ or tissue needs to be transplanted to a patient. The assessment team will determine whether the organ to be used during the transplant process meets the requirements of the functions of the organ. The manager of the referral hospital will then create a waitlist of patients who need organs. This list will be forwarded to office management for consideration. When organs to be transplanted have been identified, it is possible to conduct organ transplant proceeded and post objective follow up. 6. Budget and initial ideas that would be implemented in the organization The process of implementation of resources will be done at local, regional, provincial and national levels. Improved outcomes will be attained by applying many options and efficiency will be obtained through provincial, multi-provincial and national approaches. The processes of accountability, audit and reporting for specific option may vary from provincial, regional and national levels. The strategy of budget implementation will be based on improving quality, building a culture of donation, removal of disincentives that prevent donation to assist in influencing selection of financial resource options. Increased funds for advancing a particular option will be based on the resulting increase in organ donors that would indicate an increased transplants and reduced rates of expenditure on dialysis and other treatments for organ failures. The table below shows the budget that has been proposed to be used in conducting activities of the organization for the year 2013 and the sources of funds for the activities. Activity Source of the fund Amount in US $ Administrative functions Ministry of health 7000 Employment of donor coordinators Regional health Authority 18000 Organ donation Provincial programs 20000 Medical Testing Ministry of health 19000 Billing for heart Ministry of health 210000 Billing for liver Ministry of health 105000 Fixed organ retrieval Regional Health Authority 120000 Total 474000 Figure 1. A table of financial Allocation for organ donation and transplant process. 7. References Analoui, Farhad, and Azhdar Karami. 2003. 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