Blue-Crow Care Pathways Newsletter


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Care Pathways Newsletter, Created by Salim Sheikh, CEO, Blue-Crow

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Blue-Crow Care Pathways Newsletter

  1. 1. Newsletter June 2008 A message from the European Pathway Association ( On 25th and 26th June 2008, the Integrated Care Pathway (ICP) conference was organised by Healthcare Events and the European Pathway Association. It was the third edition of the ICP conference that was organised by both parties. We have experienced two wonderful days with exciting presentations and workshops, aimed on Thoughts about Care Pathways 2008 both novice and experience delegates. On this The recent Care Pathways event was a great year’s programme there was explicit attention for way in which health organisations from around ‘lean management’, statistics and evidence based Europe are creating a contemporary way in which medicine. With these topics, the programme was to communicate both internally and externally very attractive. the procedure of patient care for different The three key ‘take home messages’ are: health conditions. However, this event has raised 1. Care pathways can be very effective tools in questions which we need to answer in order to improving patient outcome and reducing progress with the future developments of care variance in patient care, pathways. 2. Care pathways are very important when There was a multitude of variance in the way in developing or implementing electronic patient which Care Pathways have been created, in terms records, of both ascertaining information and publishing. 3. Care pathways are really international. There does not seem to be a consistent approach in delivering this crucial element of 21st century healthcare. In many other industries Business A personal message from Blue-Crow Process Modelling (BPM) is widely used. There are Ever since we first established our Healthcare several different standards which can be adopted to Practice in 2006, our aim has been to develop suit the requirements of the industry/organisation, innovative yet practical solutions which provide and these can be used to facilitate the progression real benefit to our clients. We’ve been able to of this pivotal exercise. achieve this goal through true consulting services in the form of mentoring and collaboration. In order to continue the great work that has been started there are several lessons that we can learn Our easy-to-use tools, process modelling from this event and the presentations that were solutions and process improvement techniques, given ;- (which include LEAN and Six Sigma) allow us to work with you to deliver care pathways that • Using care pathways as a way of delivering drive real efficiency and success across your quality care standards organisation resulting in better customer and • Delivery of best practice in healthcare in a patient care. multi-disciplinary environment Our emphasis on customers and our moto of • Developing a consistent but flexible approach “customers-for-life” creates a spirit where we to pathway creation and structure can be flexible, resourceful and individual in our • Using care pathways in improving standards of approach. This, we feel, enables us to provide quality our customers with the best products and services available in the Healthcare industry. • Using lean and six sigma to drive organisational change We welcome the opportunity to work with you to deliver sustainable value to your organisation. • Not people processing, keeping the patient at heart of service
  2. 2. • Care Pathways - Ability to showcase variance By redesigning the working practices around • Clear communication the client, a shared assessment procedure was agreed, reducing duplication and speeding up the To develop further this strong foundation of client journey (as less time would be spent on knowledge we have to be able to find the balance administration and freeing up staff to deliver the between detail, design and quality. The mixture of care the clients required). these three elements will shape the effectiveness of the care pathways. To see the full case study, go to: Getting started with your Care Pathway project Supporting Care Pathways Development During the event many speakers provided suggestions and example of how they’ve Blue-Crow is providing services and solutions addressed the challenges of developing integrated that support the implementation of standardised, care pathways. In summary, the key steps for best-practice clinical management in healthcare successfully running such a project are: organisations, helping to improve and optimise the care pathways. Step 1) Define a clear objective for the project In order to achieve more efficient diagnosis, Step 2) Have all stakeholders involved and ensure treatment and administrative processes, many all relevant input is captured organisations undertake process modelling and Step 3) Define the scope and the boundaries of analysis work. To gain full advantage of this work the pathways you are developing requires the use of models to make operational Step 4) Understanding what is your current decisions. Whereas in the past decisions situation to establish a baseline for change effecting systems, services or processes would Step 5) Deploy the appropriate tools and be based on previous usage, trend analysis and methodologies forecasting, Blue-Crow takes the modelling work Step 6) Design your new optimised care pathways and combines it with current performance and activity information to simulate both the “as is” Step 7) Review and continuously update and and “to be” situations. improve your pathways To achieve that, we attribute resources, both Case Study –Transforming an NHS Trust physical and financial, and assign these to each – Through Care Pathways Redesign object within the process, combined with Blue-Crow have been recently involved in a the inputting of waiting times, to provide a number of Care Pathways process modelling & comprehensive approach to service redesign. redesign projects. An overview of one of our Once all the information has been gathered and assignments for an NHS trust is provided below: entered, we then run the data in a simulation module. This allows the organisation to see the Faced with several new initiatives and programmes, current capacity and monitor for any pressure such as the National Programme for IT (NPfIT), points within the services that is provided. Payment by Results (PbR) and Agenda for Change; the trust had to quickly initiate a change For further details, go to: http:/ management programme to adapt and transform the organisation. It was clear that these new initiatives and new systems could not be effective without process redesign and that change was required to improve care delivery. Therefore, the focus of the project was on clients (patients) and redesigning services around their needs.The core of the project was to examine the client’s journey through the services provided and redesign them as appropriate. Initial analysis identified that staff captured the same information about the clients repeatedly, and used over 100 variations on the same assessment. 2