Transforming quality and costsat Hinchingbrooke HospitalNuffield Trust Summit, Thursday 7th MarchTranslating evidence into...
‘Clinical and financial basket case’                Quality                         Financial      • ‘Dysfunctional’ color...
Changing culture:Creating a social movement through our partnership model1,200 of the 1,700 strong workforce attended a fo...
Changing culture:Alignment of everyone to common goals and plans
Circle’s operating systemDevolved power structure andcontinuous improvement methodology
You achieve excellence by…• Learning, adapting and improving at all levels of the organisation• Developing four core capab...
Mandated clinical leadership:Flat structure with majority clinician board
Case study:‘Stop the Line’: Toyota Andon System applied to healthcare                                        Rapid cycle i...
Case study:Colorectal service transformation
Early successes                                         Clinical results                                   • First of 46 h...
Has Circle delivered at Hinchingbrooke?
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Transforming quality and costs at Hinghingbrooke Hospital

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Transforming quality and costs at Hinghingbrooke Hospital

  1. 1. Transforming quality and costsat Hinchingbrooke HospitalNuffield Trust Summit, Thursday 7th MarchTranslating evidence into better care: the impact of clinical leadership and cultureMassoud Fouladi, Cofounder of Circle PartnershipHisham Abdel-Rahman, Hinchingbrooke Clinical Chairman
  2. 2. ‘Clinical and financial basket case’ Quality Financial • ‘Dysfunctional’ colorectal • £10 million deficit service (RCS report) amounted to 10% of revenue • A&E services rated • £12 million backlog poor by commissioners of capital repairs • ‘Red’ PCT rating for • Agency costs £4 million pa serious incidents due to inability to fill vacancies management • £40 million historic debt• Small district general hospital serving 150,000 population with 22 GP practices and approximately £100 million budget• 235 beds, accident and emergency, maternity, intensive treatment unit and full complement of secondary care services• Innovative 10-year franchise arrangement in which Circle operates the Trust and underwrites financial risks
  3. 3. Changing culture:Creating a social movement through our partnership model1,200 of the 1,700 strong workforce attended a four-hour‘partnership session’ to agree collectively the business plan
  4. 4. Changing culture:Alignment of everyone to common goals and plans
  5. 5. Circle’s operating systemDevolved power structure andcontinuous improvement methodology
  6. 6. You achieve excellence by…• Learning, adapting and improving at all levels of the organisation• Developing four core capabilities 1. System designed for excellence, with the capacity to detect failure built-in 2. Problem solving to build new knowledge and drive improvement 3. Sharing new knowledge throughout the organisation 4. Leading by developing these skills in others
  7. 7. Mandated clinical leadership:Flat structure with majority clinician board
  8. 8. Case study:‘Stop the Line’: Toyota Andon System applied to healthcare Rapid cycle improvement process
  9. 9. Case study:Colorectal service transformation
  10. 10. Early successes Clinical results • First of 46 hospitals in A&E • 60% drop in serious incidents • Cancer target compliant for first time • CQC compliant for first time since inspections commenced Patient experience Financial • Feedback up 852 to 24,000 • 7% annualised savings delivered per annum • Trust in financial balance • Top 10 of 46 for patient at zero cost to taxpayer experience • £3.7 million Circle investment • Food satisfaction up, parking in transformational change fines scrapped, bedside TVs installed
  11. 11. Has Circle delivered at Hinchingbrooke?
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